Capacity development for quality public service delivery at the local level in the Western Balkans by United Nations Development Programme

United Nations Development Programme

Capacity Development for Quality Public Service Delivery at the Local Level in the Western Balkans

UNDP Europe and the CIS SNV Netherlands Development Organisation May 2009

Impressum United Nations Development Programme (UNDP) is the UN’s global development network, advocating for change and connecting countries to knowledge, experience and resources to help people build a better life. We are on the ground in 166 countries, working with them on their own solutions to global and national development challenges. As they develop local capacity, they draw on the people of UNDP and our wide range of partners. Short extracts from this publication may be reproduced unaltered without authorisation, on condition that the source is indicated. The views expressed in this paper are those of the authors and do not necessarily represent the views of UNDP. Publisher: United Nations Development Programme (UNDP) For the Publisher: Yuri Afanasiev, UNDP Croatia Author: Dallas Alderson Editors: Dafina Gercheva, UNDP Regional Centre Bratislava Alexandra Windisch-Graetz, UNDP Regional Centre Bratislava Aida Liha, UNDP Country Office Zagreb Technical preparations: Ana Milisavljević Alina Jurjević Design and layout: Krešimir Kraljević Contacts: UNDP Bratislava Regional Centre Capacity Development Practice http://europeandcis.undp.org/cd/ UNDP Croatia Country Office Local Development Portfolio www.undp.hr

This report is based on Municipal Status Reports on decentalised public service delivery for the municipalities participating in the implementation of the project Western Balkans on the Path to EU Integration: Strengthening Decentralized Service Delivery. This project has been supported by the SNV Netherlands Development Organisation and by UNDP.

Table of Content

Table of content LIST OF ACRONYMS

I. EXECUTIVE SUMMARY

1.1 Transformation in the Western Balkans

1.2 Objective of the Study

1.3 Methodology and Scope of the Study

1.4 Summary of Key Findings

1.5 Summary of Key Recommendations

II. INTRODUCTION

2.1 Good Governance and European Integration in the Western Balkans

2.2 UNDP Capacity Development Methodology

2.3 Western Balkans on the Path to EU Integration: Strengthening Decentralized Service Delivery Project

2.3.1.Country-Specific Outputs

III. DECENTRALIZED SERVICE DELIVERY IN THE CONTEXT OF EU INTEGRATION

3.1 European Union Priorities and Benchmarks

3.1.1. The European Charter of Local Self-Government

3.1.2. The Principle of Subsidiarity

3.1.3. The Acquis communautaire

3.2 Funding Instruments for Improved Service Delivery

3.2.1. Instrument for Pre-Accession Assistance (IPA)

3.2.2. European Investment Bank

3.2.3. Donor coordination

3.3 Enabling Environment for Local Service Delivery

3.3.1. Legal and Policy Frameworks

3.3.2. Public Administration Reform

3.3.3. Human Resource Management (HRM)

3.3.4. Commitment to Decentralization

IV. KEY FINDINGS

4.1 Knowledge and Accountability

4.1.1. Data Development and Collection

4.1.2. Monitoring and Evaluation

4.1.3. Communication and Public Reporting

4.1.4. Engagement of Stakeholders

Table of Content

4.2 Institutional Arrangements

4.2.2. Human Resource Management: Linking Individual Capacity Development with Organizational Plans

4.2.3. Internal Coordination

4.2.4. Co-operation in Service Delivery

4.2.5. Asset Management

4.2.6. Procurement Practices

4.2.7. Budgeting and Accountability in the Provision of Communal Services

4.3 Leadership

4.3.1. Leadership within the Municipal Sector: Participation in Local Government Associations

4.3.2. Leadership within the Administration: Linking Individual Capacity Development to LGA Initiatives ad Services

4.4 Cross-Cutting Issues 4.4.1. Environmental Protection

49 49

V. KEY RECOMMENDATIONS

5.1 Enabling Environment: Recommendations Generated to Support Local Governments

5.1.1. Legal and Policy Frameworks

5.1.2. Public Administration Reform

5.1.3. Human Resource Management (HRM)

5.1.4. Commitment to Decentralization

5.2 Organizational Level: Recommendations Directed at Local Governments

4.2.1. Strategic Planning

5.2.1. Knowledge and Accountability

5.2.2. Insitutional Arrangements

5.2.3. Leadership

5.2.4. Cross-Cutting Issues

5.3 Individual Level: Recommendations Generated to Strengthen Individual Capacities

ANNEXES

ANNEX A - Scope of Responsibility for the Five Services in Each Country

ANNEX B - Overview of Pilot Municipalities

ANNEX C - EU Financial Assistance under the Instrument for Pre-Accession Assistance (IPA) for the countries of the Western Balkan

ANNEX D - Donor Coordination and the EC

ANNEX E - Works Cited and Literature Reviewed

List of acronyms

List of acronyms BiH – Bosnia and Herzegovina CA – Capacity Assessment CD - Capacity Development CEMR – Council of European Municipalities and Regions EC – European Commission EIB – European Investment Bank EBRD – European Bank for Reconstruction and Development EU – European Union FBiH – Federation of Bosnia and Herzegovina FYROM – Former Yugoslav Republic of Macedonia GIS – Geographic Information Systems HR – Human Resources HRM – Human Resource Management IFI – International Financial Institution IPA - Instrument for Pre-Accession Assistance LGA – Local Government Association MDGs – Millennium Development Goals MZ – Local Community (a territorial and organizational unit which is lower than a municipality) NALAS – Network of Associations of Local Authorities in South-East Europe NUTS - Nomenclature of Territorial Units for Statistics OSCE – Organization for Security and Cooperation in Europe PPP – Public-Private Partnership PCU – Public Utility Company RS – Republika Srpska SAA – Stabilisation and Association Agreement SAP – Stabilisation and Association Process SNV – Netherlands Development Organisation UNDP – United Nations Development Programme VAT – Value Added Tax WB – Western Balkans

Executive summary 1.1 Transformation in the Western Balkans

1.2 Objective of the Study

1.3 Methodology and Scope of the Study

1.4 Summary of Key Findings

1.5 Summary of Key Recommendations

Chapter I: Executive Summary

Executive summary 1.1 Transformation in the Western Balkans The countries comprising the Western Balkans, much like many countries in the Europe and Commonwealth of Independent States (CIS) region, have undergone profound transformations since 1990. However, conflicts in the region through the 1990s led to an environment characterized by high unemployment, significant out-migration, ethnic tension and deteriorating infrastructure. It is only recently that demonstrative progress has been made in modernizing public institutions, establishing market economies and achieving some human development outcomes. Stability in the region has been largely maintained. The region has continued to enjoy high growth rates, albeit to varying degrees, due in large part to domestic and foreign investments. Reforms have generally advanced and overall living standards have improved.1 However, considerable challenges remain, particularly with respect to governance, democratization, the rule of law and addressing poverty and social inclusion. At the same time, the European Union (EU) accession process has emerged as the main driver of ongoing reforms.

1 1 Communication From the Commission to the Council and the European Parliament: Enlargement Strategy and Main Challenges 2008-2009, European Commission, (pg. 3) 2 All references to Kosovo, whether to the territory, institutions or population, shall be understood in full compliance with United Nations Security Council Resolution (UN SC) 1244 and without prejudices to the status of Kosovo 3 UNDP Practice Note: Capacity Development, 2008 (pg. 2) 4 Position Paper on UNDPâ&#x20AC;&#x2122;s key comparative advantage and future entry points based on findings from Bulgaria, Moldova, Georgia, Turkey and Serbia, 2009 (pg. 7)

1.2 Objective of the Study The intention of this study is to provide an analysis of trends and capacity development challenges as they relate to decentralized service delivery in the context of EU integration processes in Albania, Bosnia and Herzegovina, Croatia, the former Yugoslav Republic of Macedonia (hereinafter referred to as Macedonia), Montenegro, Serbia, and the UN administered territory of Kosovo (hereinafter referred to as Kosovo).2 In doing so, it is anticipated that highlevel knowledge will be enhanced, and broad discussion enabled, on the status of decentralized service delivery in the six countries, as well as Kosovo. Analysis is based on assessments that have been conducted in two pilot municipalities in each of the countries and Kosovo. For the remainder of this study, the six countries, as well as Kosovo, will be henceforth referred collectively as the Western Balkans or WB countries. The United Nations Development Programme (UNDP) defines capacity development as the process through which individuals, organizations and societies obtain, strengthen and maintain the capabilities to set and achieve their own development objectives over time.3 For initiatives focused on institutional development, such as this study, a capacity development approach recognizes that there is no universal answer to institutional challenges. Instead, organizations are supported through the development of capacities required to meet their own locally determined needs and aspirations. Growing, retaining and using capacities improves the sustainability, quality and ownership of interventions focused on strengthening local governments for effective and efficient management of public resources and delivery of quality public goods and services.4

Chapter I: Executive Summary

5 It should be noted that, in regard to the five identified service delivery areas, there are small differences between the WB countries in terms of the nature and scope of competencies that local governments have.

1.3 Methodology and Scope of the Study Capacity assessments of the pilot municipalities were undertaken according to the UNDP capacity development and assessment methodologies. The UNDP methodologies recognize three levels of capacity: the enabling environment, organizational and individual level. Although this study mainly emphasizes the organizational level, given its focus on local governments, it also links to the enabling environment and individual levels, in order to better understand the overall context of the organizational level challenges and subsequent recommendations. The assessment of the enabling environment in each of the countries included a review of the respective regulatory and policy environment. The capacity assessments conducted in the two pilot municipalities in each of the countries were typically conducted using questionnaires and focus group meetings intended to discern the views of citizens and non-governmental organizations (NGOs) with respect to municipal service management and delivery. Additional meetings were held with municipal elected officials, including the Mayor, as well as key municipal staff, the heads of the planning, procurement and finance departments, as well as the heads of other relevant departments. Key stakeholders were also consulted, including the respective local government associations, relevant line ministries and other national institutions, pertinent NGOs and donors. Five areas of local public service delivery were targeted within this study. They include drinking water supply, primary education, basic health care, waste management and sewage. These constitute the basic services that have the strongest impact on poverty and social inclusion and which remain key challenges to be addressed, albeit to greater and lesser extents, throughout the region in order to promote human development. Because EU integration is a major driver of reform efforts within the WB countries, EU requirements according to the acquis communautaire, as well as principles from the European Charter of Local Self-Government and general principles and standards of good governance widely adopted in EU member states, represent the main criteria against which the capacity development challenges for local public service delivery were assessed and elaborated in this study. It must be noted that this study acknowledges that each WB country has a unique relationship with the European Commission (EC) and therefore faces unique challenges and opportunities related to EU integration. As such, this study cannot and does not attempt to undertake a specific and detailed assessment of every country, as this would result in a dilution of the studyâ&#x20AC;&#x2122;s focus. It should be equally noted that the pilot municipalities referenced throughout the study do not necessarily reflect the situation of all municipalities in the respective country. Rather, the intention of this study is to provide an analysis of the trends and capacity development challenges that enhance high-level knowledge and enable broad discussion of the status of decentralized local service delivery in the Western Balkans.

1.4 Summary of Key Findings It should be emphasized that, while they have linked territories, an intertwined history, similar administrative cultures and share EU ambitions, the WB countries have different systems of local self-government. They are also in different stages of reform and EU integration processes.5 Therefore, the key findings of this study are aimed at addressing the general issues and challenges related to local government capacity for service delivery that are significant to EU integration processes. These can be summarized in the following five points: 10

Chapter I: Executive Summary

1. The Interrelated Nature of Central and Local Governments Local governments function as part of a broader system, in which the central government plays a key role. Central governments in WB countries are facing several overarching capacity challenges, which directly influence the capacities of local governments to deliver quality and affordable public services to all citizens, including the poor and most vulnerable. There is a need for greater legislative clarity, formalized processes for consulting local governments and frameworks which enable and support local governments in employing alternative service delivery mechanisms, including inter-municipal cooperation. In addition, central governments need to demonstrate a strong commitment to decentralization by allocating adequate financial resources for municipalities relative to their responsibilities, as well as partnering with municipalities on issues of mutual concern. More broadly, reforms at the central government level with respect to public administration and human resource management systems, geared towards improving transparency and eradicating corruption, would also enable local governments to better develop their own capacities. 2. Knowledge and Accountability Local governments in the WB countries must attain and use the knowledge, skills and abilities necessary to make informed decisions. The majority of the pilot municipalities do not have sufficient capacity in data collection and analysis, as well as for the systematic monitoring and evaluation of the delivery of policies and services. Moreover, municipalities need to ensure that they are accountable for their actions, through effective communication with citizens, engagement of stakeholders and regular reporting. 3. Institutional Arrangements The ways in which local governments in the WB countries arrange their administration can provide for, or hinder, their capacities for decision-making and service delivery. Strategic planning will present a clear vision for the municipality, which can be operationalized by the local government when linked to a human resource management plan. Internal coordination, feasible budgeting, asset management, effective procurement and inter-municipal cooperation should facilitate positive interaction among the different municipal departments and units, between the political and administrative levels and, where applicable, among municipalities developing joint initiatives. 4. Leadership Local authorities need to play a leadership role within their own administration by providing for the capacity development of municipal staff, and within the broader local government sector, primarily through active participation in their local government association (LGA). 5. Cross-cutting Issues Environmental issues are a key source of asymmetry between EU standards and norms in all WB countries, particularly as they relate to the management of waste and drinking water. As environmental protection directly affects key local government services, particularly sewage and waste management, it merits specific attention, especially as considerable capacity gaps in these areas are observed in the pilot municipalities.

Chapter I: Executive Summary

1.5 Summary of Key Recommendations The key recommendations elaborated in this study, which are geared towards enhancing the capacities of the pilot municipalities to deliver quality local services, are summarized below: 1. Central Governments Commit to Regular Communication with Local Authorities There is a need to establish regular communication between the central government and local governments through the respective LGA. It is recommended that a process which would ensure LGAs are consulted with respect to impending legislative or policy changes relevant to local governments be developed and/or enhanced. It is similarly recommended that regular communication (preferably through quarterly meetings) between the relevant line ministry and the LGA be established. 2. Central Governments Undertake an Analysis of Municipal Fiscal Capacities The central government should undertake a detailed analysis relative to the adequacy of the financial resources allocated to municipalities to meet their responsibilities. Subsequently, in consultation with the LGA, central governments should develop a strategy to address identified gaps. 3. Development of Strategic Plans and Related Functions Municipalities need to develop and implement strategic plans that are aligned with national policies, strategies and budgeting processes. The strategic plans should provide an overarching policy framework which links the local governmentâ&#x20AC;&#x2122;s key commitments and objectives with service delivery standards. The strategic plan should describe the desired future of the local government, and provide a basis for making short and medium-term decisions that will create that future. Stemming from the strategic plans, action plans related to improving capacities in data collection, monitoring and evaluation and asset management ought to be developed. An internal coordination unit should be established to oversee these plans. In addition, it may be necessary to develop municipal capacities related to collaborative arrangements with other municipalities for the purpose of joint service delivery. 4. Strengthening Human Resources Municipalities need to develop a Human Resource Management (HRM) system, which will set out the individual skills required to achieve the goals and initiatives put forward in the strategic plan. Municipalities should introduce a performance management system, which is transparent to all employees and which provides for merit-based incentives, thus encouraging good individual performance. Local governments, possibly through the LGA, should consider proposing to universities, or other relevant institutions or organizations, the development of specialized programmes or courses related to municipal government administration. This would be undertaken for the purpose of enhancing the competencies of both current and future municipal civil servants. 5. Enhanced Communication, Reporting and Engagement

Regular reporting on outcomes related to key services and local trends needs to be established. New initiatives, events and progress on key issues should also be communicated to citizens. Municipalities are also advised to consider permanent communication fixtures, such as â&#x20AC;&#x153;one-stop-shops,â&#x20AC;? as well as to develop and use both active and passive types of stakeholder engagement mechanisms.

Chapter I: Executive Summary

6. Relationship Building with Communal Enterprises In general, municipalities need to improve relationships with their communal enterprises in order to better understand the true costs of the communal services and to more accurately anticipate necessary investments in infrastructure, equipment and technology. This will help improve municipal budgeting for communal services. In the case where relationships are well established, more efficient monitoring needs to take place. Municipalities should also consider developing a model for the collection of outstanding bills for communal services. 7. Enhanced Services and Functions of LGAs Central governments ought to support LGAs in order to ensure they have the capacity to support and strengthen their member local governments. LGAs are advised to survey their members to determine which individual capacities are most frequently lacking in local administrations. In this way, LGAs can develop trainings and other activities best suited to address individual capacity gaps, using the possibility of international networking and knowledge sharing. LGAs should work with their members to ensure that their advocacy efforts represent the full breadth of the municipal perspective. Individual municipalities need to actively participate in their LGA. 8. Prioritization of Environmental Protection Environmental protection ought to be designated a priority item in municipal strategic plans. Stemming from the strategic plan, initiatives for implementing or repairing infrastructure (in the case of landfills, for example) and services (in the case of recycling and waste separation, for example) should be prioritized. Doing so will both improve local communal services and support the overarching goal of environmental protection. Once the plans are adopted, a public awareness campaign should be launched. A transparent and consistent system of incentives and sanctions for individuals and businesses needs to be established.

Chapter II: Introduction

Introduction 2.1 Good Governance and European Integration in the Western Balkans

2.2 UNDP Capacity Development Methodology

2.3 Western Balkans on the Path to EU Integration: Strengthening

Decentralized Service Delivery Project

Chapter II: Introduction

Introduction 2.1 Good Governance and European Integration in the Western Balkans In the Western Balkans, developing the capacity of public institutions is essential for improving the quality of public service delivery and thus of living standards. This region has undergone profound transformations in governance since the 1990s. Since that time, while the political will to reform has been demonstrated in many countries of the region and considerable resources have been spent, few would claim that sustainable institutions have always been built as a result of the investments made. EU integration is a substantive driver of change in the Western Balkans. As such, the EU and the acquis communautaire6 (obligations related to the EU membership) have effectively become a key reference point of reform efforts. EU accession is a rigorous process and there are both overarching and specific requirements for all countries with respect to EU integration. As this study focuses on five areas of local public service delivery, including drinking water supply, primary education, basic health care, waste management and sewage, to varying degrees, both general guidelines and specific EU requirements are relevant to the five service delivery areas targeted in this study.

2 6 This term is used by the EU to refer to the total body of EU law accumulated thus far, and thus obligations related to the EU membership. 7 The status of Kosovo is as per UN Security Council Resolution (UN SC) 1244, but is still part of the SAA process. 8 European Commission <http:// ec.europa.eu/enlargement/index_en.htm> 9 In Kosovo, decentralization is also viewed as being linked to peace and stability, as a means through which the rights and freedom of minority Serb communities can be respected. 10 http://eur-lex.europa.eu/LexUriServ/ site/en/com/2001/com2001_0428en01.pdf

At the time of writing, Croatia and Macedonia have achieved EU candidate country status, while Albania, Bosnia and Herzegovina (BiH), Kosovo7, Montenegro and Serbia are in the earlier stages of the negotiation process. All WB countries either were, or are currently, part of the Stabilisation and Association Process. With the exception of Kosovo, all countries currently have in place Stabilisation and Association Agreements (SAAs), which focus on the key democratic principles and core elements at the heart of the EU single market.8 The SAAs represent far-reaching contractual relationships between the EU and the individual country, entailing mutual rights and obligations. Accordingly, all WB countries are undergoing profound, structural changes as they seek to make their public institutions more efficient and responsive to citizens and thus in line with EU norms and expectations. Improving local governance, especially in the identified five services, has become a key issue in the context of broader governance reform efforts. Local governments, which provide quality services to all citizens, including the poor and most vulnerable in an accessible and affordable manner, are a key component of overall good governance, enhanced democratization and an improved quality of life for citizens.9 The European principles of good governance are summarized in the White Paper on European Governance, which was prepared by the EC in 2001. The White Paper provides a set of good governance principles and recommendations on how to enhance democracy and increase the legitimacy of institutions at all levels of government. According to the White Paper, the five principles which reinforce good governance are: openness, participation, accountability, effectiveness and coherence.10 Although not obligatory, complying with these principles, which are widely applied in EU member states, helps to ensure WB countries are in line with EU norms and principles, both at the central and local government levels. While the majority of the acquis is relevant to the domain of central governments, many aspects of the acquis as well as broader EU priorities as outlined also in the White Paper, have consequences for local governments. There are also issues where responsibility is effectively shared between the central and local level. Namely, even if the legislation complying with EU requirements is developed at the central level, implementation of the legislation may be to a large extent the responsibility of the local level. Environmental protection and sustainable

Chapter II: Introduction

11 LOGON Report 2008: Impact of the European Union on Local Authorities, 2008 (pg. 9) 12 ibid (pg. 38) 13 ibid (pg. 9)

development is a potent example of where responsibility is typically shared between local and central governments. In many cases, while environmental standards around sewer water are developed nationally, measures taken by the local government will ensure the sewer water is treated in a way that adheres to those standards. Indeed, the impact of the movement towards EU accession is felt directly at the local government level, since many aspects of EU policies necessitate a timely and strategic response by local governments.11 Even though local government does not fall within the jurisdiction of the EU per se, the primacy of Community law must be observed by local governments once accession is achieved. This is relevant for a number of issues related to local service delivery including, although not limited to, the ban on state aid, restrictions on public enterprises, EU environmental law and social requirements.12 Moreover, as part of this process, the responsibilities of local governments are becoming increasingly significant and diverse.13 While the potential for EU accession is perceived as a considerable opportunity for local governments in the WB countries, it also presents equally significant challenges through the extension of their responsibilities. A key challenge is having in place the capacity at the local government level, which is able to transpose, implement and manage the new rights and responsibilities in the areas of service delivery that have been enabled by decentralization as part of EU integration efforts. It is in this way that issues of good governance through quality local service delivery, European integration and capacity development intersect in the countries of the Western Balkans. While it is clear that improvements to governance are a precondition for eventual EU accession in WB countries, it is equally clear that relevant capacities at the local government level are not sufficiently developed to meet EU standards and norms. Supporting local authorities in the Western Balkans to assess their capacities and to formulate, implement and evaluate capacity development actions, will assist them to deliver quality services that are accessible, affordable and in keeping with EU requirements. It should be noted that for the purpose of this study, “local” refers exclusively to local governments and the “state” and “central” level, refers exclusively to central governments. While it is acknowledged that other, intermediary levels of government exist in the varying structures of the countries of the Western Balkans, this study does not provide significant elaboration on these other levels of government. However, when these levels are referenced throughout the study, the distinction is clearly made.

2.2 UNDP Capacity Development Methodology UNDP defines capacity development as the process through which individuals, organizations and societies obtain, strengthen and maintain the capabilities to set and achieve their own development objectives. UNDP considers capacity development as its overarching contribution to development, as it strives to promote human development by helping people to access the knowledge, experience and resources they need to build better lives. The capacity development approach recognizes that conventional technical assistance often disregards, or even hurts, the growth, retention and effective use of national capacity; the consequence being further dependency on aid and the reliance on external expertise and decision-making processes to move forward national development agendas. The capacity development approach moves beyond the typical focus on training in order to address broader questions of institutional change, leadership, empowerment and public participation. Capacity development gives practical grounding to the principle of national ownership. Accordingly, using the capacity development approach can assist in translating political will into concrete results. 18

Chapter II: Introduction

Capacity assessments (CA) are one part of the larger capacity development process. A capacity assessment identifies what capacities already exist and what additional capacities may be needed to reach capacity development objectives. The UNDP Capacity Assessment methodology, which was used for this study, is systematic and rigorous, yet flexible and adaptable to different contexts and needs. Capacity is assessed at three different levels: the enabling environment, the organizational and the individual level. When assessing capacities and developing a response, it is necessary to understand the relationship between all three. The three levels, and the ways in which they are applicable for this study, are detailed below. A more robust description is provided for the organizational level, and is the focus of this study. - Enabling environment – Organizations and people work within a broader system. The enabling environment can include policies, legislation, power relations, culture and social norms – also known as the “rules of the game.” Local governments in the WB function and interact with other individuals and organizations in a complex system determined by these “rules of the game.” In order to understand the context in which the organizational capacity issues facing local governments in the Western Balkans are situated, this study will first provide an analysis of capacity at the level of the enabling environment as it relates to the five service delivery areas. - Organization – This can include policies, procedures and frameworks that allow an organization to fulfill its mandate. The emphasis of this study is on the organizational level, as it focuses on the capacity challenges of the pilot municipalities. Accordingly, the analysis details what programmes, policies and frameworks could be established or improved by the pilot municipalities in order to improve service delivery through greater adherence to EU norms. Recommendations included in this study identify the ways in which these capacities could be improved. Four core organizational level capacity issues have been identified and will be elaborated on in this study. These are issues of knowledge and accountability, institutional arrangements, leadership and issues of a cross-cutting nature. These four issues represent broad areas where capacities at the local government level are directly linked to service delivery in the targeted services. These core issues are connected, although in different ways, to capacities at both the enabling environment and individual levels. - Individual level – This refers to the skills, experience and knowledge of the people within an organization, acquired through formal training and education, or through learningby-doing. In the case of local governments, the individual level generally includes municipal civil servants, locally elected leaders and those individuals contracted by the municipalities to deliver services. This level of capacity is also significant, as the overall organizational capacities of the municipality largely depend on the knowledge, skills, abilities and motivation of municipal employees, elected officials and contractors. Therefore, local administrations need to pay particular attention to building the individual capacities of their employees. If done strategically, investments in the capacities of employees can lead to improved organisational performance and ultimately to improved service delivery. It must be emphasized that a capacity development approach is a mid to long-term process. It entails engaging stakeholders from the outset, working with national and local counterparts to assess capacity assets and needs, developing responses which link to broader reforms and have clear indicators for measuring success, as well as evaluating the capacity development responses.

Chapter II: Introduction

14 Both the Netherlands Development Organisation (SNV) and UNDP have a considerable presence in the Western Balkans, focusing on a number of sectors which include, but are not limited to, governance, local and regional development and social inclusion. An overarching focus of both SNV and UNDP efforts in the region has been on preparation for EU accession, namely reinforcing state capacity for social inclusion, balanced regional development, quality service delivery, and overall human development. 15 As part of the outputs specific to each country, the capacity assessment reports and action plans were finalized in June/ July 2008. As such, it is possible that some of the information presented in this study may be outdated by the time it is finalized.

2.3 Western Balkans on the Path to EU Integration: Strengthening Decentralized Service Delivery Project In 2007, SNV and UNDP14 jointly initiated a regional project entitled Western Balkans on the Path to EU Integration: Strengthening Decentralized Service Delivery, targeting the six WB countries and Kosovo. The project seeks to strengthen the capacity of local governance systems and actors for effective and inclusive service delivery as a means to achieving broader human development outcomes such as the Millennium Development Goals (MDGs) and EU accession. This study is one of the projects core outputs. It was conducted on the basis of an assessment of the enabling environment in each of the countries as well as capacity assessments of two pilot municipalities in each of the countries. The assessments were undertaken on the basis of the UNDP capacity development and assessment methodologies outlined in section 2.3. Although other, related issues were examined, the assessments primarily focused on the capacities related to the services that most directly contribute to the achievement of the MDGs, including: - Drinking water supply - Basic health - Primary education - Waste management - Sewage

These five areas were selected as they constitute those basic services which have the strongest impact on poverty reduction and social inclusion, and which remain key challenges to be addressed to greater and lesser extents throughout the region. However, different aspects of each of the services are devolved to local governments in the WB countries to varying degrees. Whereas the responsibilities of local governments in terms of the planning, management, financing and delivery of one service may be fully devolved in one country, only some of these functions may be devolved in another country, or they may not be devolved at all. Annex A provides detailed information on the nature and scope of local government responsibility for each of the five services in each of the WB countries. 2.3.1. Country Specific Outputs15 The country specific outputs which are part of the overall Western Balkans on the Path to EU Integration: Strengthening Decentralized Service Delivery project and which provided the basis for the development of this study.

In each WB country, capacity assessments were conducted in two pilot municipalities or towns. Based on these assessments, municipal status reports on decentralized service delivery were produced identifying the main impediments to better service delivery by examining the institutional capacity of the pilot municipalities and other providers delivering municipal services (such are communal enterprises). Capacity assessments were conducted in the towns of VaraĹždin and Delnice in Croatia, municipalities of Doboj and Tuzla in Bosnia and Herzegovina, town of Vranje and municipality of KanjiĹža in Serbia, municipalities of Ĺ˝abljak and Bijelo Polje in Montenegro, municipalities of Brvenica and Gevgelija in Macedonia, municipalities of Kukes and Koplik in Albania and municipalities of Prizen and Podujevo in Kosovo. Additional detail on the pilot municipalities can be found in Annex B. It must also be emphasized that, as only two pilot municipalities from each country are referenced in this study, the experiences of those municipalities do not necessarily represent the experiences of all municipalities in the respective country. Rather, they represent challenges and opportunities that may but must not be common to the municipalities in the particular country.

Chapter II: Introduction

The capacity of the municipality to manage service delivery in the targeted areas, as well as the capacity to provide the services was examined. The distinction between management and provision should be noted because, while management is a core task of the municipality involving the political leadership, provision represents the delivery of the service, which may or may not be undertaken directly by the municipality. If not delivered by the municipality, the service may be delivered through a municipal firm, a private firm, an NGO, a publicprivate partnership, or through the platform of inter-municipal cooperation, where typically one municipality provides services to neighboring municipalities for a fee. Based on the results of the capacity assessments, which were detailed in the municipal status reports, capacity development action plans for improving decentralized public service delivery were produced for the pilot municipalities. The action plans identified short and medium-term activities that municipalities can take in order to improve service delivery. The action plans also outlined potential projects suitable for funding by central governments or donor sources. Recommendations were also targeted to central governments in relation to national policy and the regulatory environment. The specific sources of information used to provide the context for the status reports and action plans included reviews of national regulations and policies as they related to the five identified services, government policy papers, publications and other reports relevant to public service delivery. Assessments of the pilot municipalities were typically conducted through questionnaires and focus group meetings intended to discern the views of citizens and NGOs with respect to municipal service management and delivery. In particular, their overall satisfaction, specific issues leading to any dissatisfaction, perception on the causes of inadequate service delivery and suggestions to improve service delivery were noted. Additional meetings which focused on the management of the services were held with municipal elected officials, including mayors. Other meetings were held with key municipal staff, including the heads of the planning, procurement and finance departments, as well as the heads of other relevant departments. A questionnaire was used and meetings were held with service providers, including municipal staff and representatives of contractors. The key stakeholders were also consulted, including the LGA, relevant line ministries and other national institutions, pertinent NGOs and donors.

Chapter III: Decentralized Service Delivery in the Context of EU Integration

Decentralized Service Delivery in the Context of EU Integration 3.1 European Union Priorities and Benchmarks

3.2 Funding Instruments for Improved Service Delivery

3.3 Enabling Environment for Local Service Delivery

Chapter III: Decentralized Service Delivery in the Context of EU Integration

Decentralized Service Delivery in the Context of EU Integration 3.1 European Union Priorities and Benchmarks In EU member states, national governance systems and the functioning of the entire administration must effectively support compliance with the specific obligations set out in the acquis communautaire. However, countries have a significant amount of autonomy in developing the governance structures which they believe will best enable them to meet the EU requirements as set out in the acquis. Although the European principles of good governance summarized in the White Paper on European Governance, as described earlier in this study, provide the guiding principles for countries on how to enhance democracy and increase the legitimacy of their institutions at all levels of government,16 there is no specified EU model upon which a public administration system must be developed. It is up to each country to devise its own system that meets overall EU good practices and norms.17

16 http://eur-lex.europa.eu/LexUriServ/ site/en/com/2001/com2001_0428en01.pdf 17 Position paper on UNDPâ&#x20AC;&#x2122;s key comparative advantage and future entry points based on findings from Bulgaria, Moldova, Georgia, Turkey and Serbia, UNDP, expected release date March 2009 (pg. 6) 18 LOGON Report 2008: Impact of the European Union on Local Authorities, 2008 (pg. 37)

Similarly, at the local level, while the EU does not detail how local governments should be organized or operate, the European Charter of Local-Self Government and the related principle of subsidiarity (as stated in Article 5 of the Treaty establishing the European Community) outline key norms and guidelines. While there is no one approach endorsed by the EU in terms of how local governments should go about providing services, local governments are clearly responsible for locally implementing EU requirements where applicable. Thus, any EU directive that involves an area of municipal competence, such as municipal landfills responsible for waste management, must be understood by the local government and the service must be delivered accordingly. In this sense, some of the overall principles of the European Charter of Local-Self Government need to be considered and made operational by local governments in the Western Balkans. At the same time, local governments in the Western Balkans must concern themselves with providing local services in a manner consistent with the acquis. Detailed below are the priorities and guidelines of the EU that are specifically relevant to local governments. Also outlined are the aspects of the acquis that directly implicate local governments in terms of the five services targeted by this study. 3.1.1. The European Charter of Local Self-Government Developed by the Council of Europe, the European Charter of Local Self Government provides for extensive municipal self-government and reflects the principle of subsidiarity. Within and beyond the EU, the Charter has become a key document with respect to understanding and supporting local governance.18

Chapter III: Decentralized Service Delivery in the Context of EU Integration

19 http://ec.europa.eu/internal_market/ services/services-dir/index_en.htm 20 http://ec.europa.eu/environment/ water/water-drink/index_en.html

The Charter guarantees the political, administrative and financial independence of local authorities. According to the Charter, local authorities, acting within the limits of the law, should be able to regulate and manage a substantial share of public affairs in the interests of the local population. The Charter considers that public responsibilities should be exercised preferably by the authorities closest to citizens, which reflects the principle of subsidiarity. Consideration is given to exercising responsibilities at a higher level only when the coordination or discharge of duties is impossible or less efficient at the level immediately below. To this end, the Charter sets out the principles concerning the protection of local authoritiesâ&#x20AC;&#x2122; boundaries, the existence of adequate administrative structures and resources for the carrying out of their tasks, the conditions under which responsibilities are to be exercised, the financial resources of local authorities and the legal protection of local self-government. 3.1.2. The Principle of subsidiarity in the EU The principle of subsidiarity is defined in Article 5 of the Treaty establishing the European Community. This principle delineates that the EU does not take action unless it is more effective than action taken at national, regional or local levels, except in the areas which fall within its exclusive competence. The principle of subsidiarity is closely bound up with the principles of proportionality which require that any action by the EU not go beyond what is necessary to achieve the objectives of the Treaty. It is intended to ensure that decisions are made as closely as possible to the citizens and that constant checks are made on whether action at the Community level is justified in light of the possibilities available at national, regional or local levels. Because the central government transposes or applies EU law, it is the central government that is the defender of the principle of subsidiarity. However, capacities are needed at local levels in order to implement the principle. 3.1.3. The Acquis communautaire Specific aspects of the acquis are particularly relevant for local governments. The following is a non-exhaustive list, along with a brief description, of some of the features of the acquis most relevant to local government in terms of its impact on service delivery in the areas examined by this study: - Public procurement and state aid - The Services Directive was put in place in order to achieve a genuine internal market in services by removing administrative and legal barriers to the development of service activities among member states.19 It directly impacts local governments as a result of the liberalization of public procurement. Local authorities may be faced with difficulties, notably in the context of granting contracts to local businesses and with regard to their own municipal enterprises. In the Western Balkans, most of the communal services provided by municipalities are delivered by a municipal enterprise, thus making this aspect of the acquis especially relevant in terms of these services.

- Environmental legislation - EU environmental legislation comprises over 200 guidelines and directives. Many of them directly or indirectly concern local governments. For example, EC Directive 98/83/EC focuses on the quality of water intended for human consumption.20 The directive sets out standards for quality drinking water in order to ensure it is generally potable and clean. It also obliges member states to regularly monitor drinking water and provide current information to consumers on water quality. As the provision of drinking water is largely a responsibility of local governments in the WB, the various requirements of this directive have definitive implications for local governments, even if the central government is broadly responsible for environmental protection and population health safeguards, which are the drivers behind the directive. An additional example is the strict legislation regarding waste management and landfills, which was developed

Chapter III: Decentralized Service Delivery in the Context of EU Integration

with the intention of preventing and reducing negative environmental impact. These requirements are laid out in Directive 99/31/EC, along with amending act 1882/2003.21 Similarly, this directive is tied to local governments, as they almost always operate landfills dealing with various types of waste, many of which are outlined in the directive. The relatively recent Directive 2006/118/EC concerning groundwater is also relevant to local governments, as insufficient capabilities in managing sewer water poses a risk to groundwater contamination. Directive 2006/118/EC establishes underground water quality standards and introduces measures to prevent or limit inputs of pollutants into groundwater.22 - Structural and cohesion policy – Many technical issues, including the establishment of NUTS23 regions, balanced regional development and cohesion, and social inclusion, relate to the work of local governments, although less directly than the aforementioned environmental and service-oriented directives. For example, the establishment of NUTS regions is an important means of improving municipal knowledge through enhanced data and statistics. Better data can lead to improved demographic knowledge, which can, in turn, greatly enhance the planning capacities of local governments in terms of primary schools and basic health care facilities. - Health and safety – Legislation concerning health and safety primarily implicates local governments in the sense that they must ensure the health and safety of their municipal employees, as outlined in Directive 92/58/EEC.24 However, this and related legislation has an impact on service delivery, particularly in the areas of waste management and sewers, as municipal employees and/or communal enterprise employees may work with hazardous material and with potentially dangerous equipment in providing these services. This is especially relevant to municipalities who use largely outdated equipment and/or deteriorating infrastructure.

3.2 Funding Instruments for Improved Service Delivery

21 http://europa.eu/scadplus/leg/en/lvb/ l21208.htm 22 http://ec.europa.eu/environment/ water/water-framework/index_en.html 23 Nomenclature of Territorial Units for Statistics (NUTS) is a statistical territorial unit which was established by Eurostat in order to provide a single uniform breakdown of territorial units for the production of regional statistics for the European Union. 24 http://eur-lex.europa.eu/smartapi/cgi/ sga_doc?smartapi!celexapi!prod!CELEXnu mdoc&lg=EN&numdoc=31992L0058&mo del=guichett 25 For the Western Balkans, the IPA replaces the 2000-06 financial instruments Phare, ISPA, SAPARD, and CARDS. Pre–2007 projects under these former instruments will be gradually completed by around 2010. 26 “Financial Assistance to the Western Balkans: Donor Cooperation” EU Rapid Press Release, March 5, 2008. http://europa.eu/ rapid/pressReleasesAction.do?reference=M EMO/08/144&format=HTML&aged=0&lang uage=EN&guiLanguage=en 27 Position Paper on UNDP’s key comparative advantage and future entry points based on findings from Bulgaria, Moldova, Georgia, Turkey and Serbia, 2009 (pg. 5)

The EU supports pre-accession countries in their movement towards accession through a variety of funding sources. One of the most significant funding instruments available from the EU is the Instrument for Pre-Accession Assistance (IPA), which can support local governments to improve service delivery in line with EU requirements. Some additional financial instruments are available and applicable to local governments, and ought to be explored in terms of how they may support local governments. A key pre-condition, however, is the capacity of local governments to effectively use available funds. 3.2.1. Instrument for Pre-Accession Assistance (IPA) The Instrument for Pre-Accession Assistance (IPA) came into force in 2007, merging all previous pre-accession support25 into a single funding instrument. The IPA is intended to support countries in their efforts to meet the political, economic and acquis-related criteria required of EU membership. The average annual allocation for the Western Balkans under IPA for the period 2007-2011 is approximately 800 million euros (see Annex C for a breakdown of IPA funds per WB country). Current IPA support is focused on the priorities of state-building, rule of law, reconciliation, administrative and judicial reform, the fight against corruption and organized crime, as well as strengthening support for economic reforms and civil society development.26 Significantly, the IPA also helps prepare countries for the programming, management and implementation of the EU Cohesion, Structural and Rural Development funds after accession.27

Chapter III: Decentralized Service Delivery in the Context of EU Integration

28 â&#x20AC;&#x153;Financial Assistance to the Western Balkans: Donor Cooperationâ&#x20AC;? EU Rapid Press Release, March 5, 2008. http://europa.eu/ rapid/pressReleasesAction.do?reference=M EMO/08/144&format=HTML&aged=0&lang uage=EN&guiLanguage=en 29 UNDP Methodology for the Assessment of Capacity of Municipalities in Turkey and the Western Balkans to Absorb EU IPA Funding, <http://europeandcis.undp. org/cd/show/6835D8FB-F203-1EE9B3F5E3F299F3CB0D>

IPA offers support through five components, though the last three are available only to candidate countries (currently Macedonia and Croatia in the WB): - Transition Assistance and Institution Building - Cross-Border Cooperation (CBC) - Regional Development - Human Resources Development - Rural Development 3.2.2. European Investment Bank The European Investment Bank (EIB) will increase its lending to the Western Balkans to an estimated 2.8 billion euros for the period 2008-2010. EIB lending activities in the Western Balkans focus primarily on projects in the areas of transport, energy, small and medium-sized enterprises, environment, municipal infrastructure, education and health.28 With respect to communal services, investments in municipal infrastructure are particularly needed in many of the pilot municipalities. Opportunities for funding from the EIB may be worth exploring by those municipalities that have identified specific infrastructure needs which, if met, would help improve the quality and accessibility of public services in meeting EU norms and directives. 3.2.3. Donor coordination The EC seeks to coordinate with international financial institutions and bilateral donors, to leverage the maximum amount of support through bringing together loans and grants in the specific areas of small and medium sized enterprises, energy efficiency and infrastructure within the broader fields of transport, energy, environment, and in the social field (details on all three areas are provided in Annex D). The area of infrastructure is supported by the Infrastructure Projects Facility for the Western Balkans, and is particularly relevant to local governments as it focuses on grants and loans in the area transport, energy, environment and social infrastructure, some of which fall under local government jurisdiction. The Facility is being launched following an agreement in November 2007 between the EC, the EIB, the European Bank for Reconstruction and Development (EBRD) and the Council of Europe Development Bank. EU funds, particularly IPA funds, present opportunities for local governments to achieve key goals and priorities in service delivery. However, it is critical that the capacities of the municipalities are sufficiently developed, so that they use the funds in a way that maximizes their absorption. Maximum absorption means that the funds are used in a coherent and sustainable manner, directed at achieving the strategic priorities and objectives of municipalities, and of the regions and countries in which the municipalities are located. IPA absorption capacity is thus contingent upon the abilities of municipalities to identify, plan, implement, and review development actions, including possibly in a joint fashion.29 This includes obtaining, strengthening and maintaining those capacities over time.

Chapter III: Decentralized Service Delivery in the Context of EU Integration

3.3 Enabling Environment for Local Service Delivery Local governments do not work in isolation. Rather, they are part of a broader system, determined by legislation, policies, power relations and social norms, which can either facilitate or hinder their existence and development. The enabling environment governs the mandates, priorities, modes of operation and interaction between central and local governments. Issues at the enabling environment are important to understand, even when interventions are intended to target the organizational level. Interventions targeted only at the organizational level (in this case, local governments) may be beneficial for the individual organisations, but may also be counterproductive if not linked to wider reforms at the level of the enabling environment.30 In order to provide the necessary context for the more detailed elaboration of the capacity issues facing the pilot municipalities in terms of their ability to deliver quality services, there are four overarching enabling environment issues which merit consideration: legal and policy frameworks, public administration reform, human resource management and commitment to decentralization. Within these four broad issues, specific challenges as they relate to the five service areas examined by this study are also described.

30 Study on Best Practices and Lessons Learned in Institutional Development in the Europe and CIS Region, UNDP, 2009, (pg. 4)

3.3.1. Legal and Policy Frameworks The constitution, national legislation and policies determine the basic principles, characteristics and overall framework for local governments. They determine the territorial division, the scope and depth of the functions of local governments and the principles governing local elections. Legislation which also has an impact on local governments includes that which is focused on the civil service, procurement, and natural resource management. Across the WB countries, there have been considerable legislative changes relating to local governance and decentralization, first around 2000 and subsequently from around 2005 onwards, especially in the candidate countries. This has had a significant impact on local service delivery. Many WB countries have ratified the European Charter of Local Self-Government and have adopted various laws pertaining to key issues such as the principles and competencies concerning local governments. The presence of clear legal and policy frameworks at the central government level is a precondition for local governments to provide services in a way which meets EU standards. There are several issues concerning the legal and policy frameworks in the WB which, if addressed, would be particularly helpful in improving local service delivery. First, all relevant legislation must be clear with respect to its impact on local governments. The nature and scope of the responsibilities of local governments must be unambiguous. Second, a policy framework that sets out when and how local governments are consulted ought to be put in place. Third, because alternative service delivery, including inter-municipal cooperation, represents a key means through which local public services can be improved, clear frameworks that enable and support municipalities in considering and undertaking these types of arrangements are necessary. Legislative Clarity In all WB countries, to differing degrees, a lack of clarity regarding the competencies and responsibilities of local governments exists. In some situations, contradictory legislation is in place. This issue presents a challenge for municipalities, because in some cases they may be unsure as to the extent of their responsibilities and obligations. By extension, citizens may not be sure which level of government should be held accountable for which services. This likely contributes to low citizen participation and lack of awareness. For instance, the Organization for Security and Cooperation in Europe (OSCE) conducted several evaluations of Kosovoâ&#x20AC;&#x2122;s Law on Local Government, and determined that what consti29

Chapter III: Decentralized Service Delivery in the Context of EU Integration

31 Municipal Status Report on Decentralized Public Service Delivery in Kosovo, 2009 (pg.10) 32 Montenegro 2008 Progress Report, European Commission Staff Working Document, 2008 (pg. 9) 33 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 5) 34 ibid (pg. 23) 35 The Former Yugoslav Republic of Macedonia 2008 Progress Report, Commission Staff Working Document, 2008 (pg. 10) 36 Capacity Assessment Report for Croatia, 2009 (pg. 8) 37 Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 5) 38 LOGON Report 2008: Impact of the European Union on Local Authorities, 2008 (pg. 163) 39 Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 5) 40 As per UNDP Country Office Macedonia

tutes municipal competencies is unclear, including both for own and delegated competencies. Moreover, the Kosovo evaluations found contradictory laws in place.31 Montenegro has also identified this issue as a key concern and has made efforts to address it through the 2007 adoption of an action plan which provides for the harmonization of over thirty legislative acts between the local and central levels of government.32 In Albania, ambiguity exists in terms of the functions that are shared between the central and local levels of government, which is not clarified in the legislation, especially in the areas of health and education.33 For example, in Kukes, Albania, the construction of a new school has been left unfinished, likely as a result of this ambiguity.34 In Macedonia, the decentralized system for the financing of education needs to be consolidated and clarified.35 In Croatia, where towns and communes hold different statuses, the legal framework does not provide criteria to sufficiently differentiate between them in terms of scope of work and responsibilities.36 In other situations, secondary legislation (regulations) is similarly unclear, making municipal governments who effectively use those regulations as standards unsure of their obligations. In Macedonia, while municipal standards will soon be introduced, current regulations have been too technical, not easily understood and often unrelated to desired outcomes at the municipal level.37 Formalized Consultation When transferring competencies or putting in place additional standards or regulations on local governments, central governments may not be aware of the capacity of local governments to adequately handle new competencies or additional standards. Moreover, central governments may not be able to foresee possible unintended outcomes stemming from new policy or legislation, particularly in regard to budgetary issues and fiscal decentralization.38 In order to ensure any new legislation or policy has the intended effect, national legislation and policies relevant to local governments must be clearly linked to their actual needs and capacities. A key capacity at the central government level is a transparent and formalized process of consulting with local governments and, whenever necessary, relevant civil society actors. Through the consultation process, the concerns and views of local governments can be considered prior to the development and adoption of relevant policies and legislation. For example, if legislation concerning enhanced drinking water standards is being considered by the central government, a formal consultation process with local governments ensures that the central government is aware of the capacities of local governments to adhere to relevant aspects of the proposed legislation. If insufficient capacities are present, the central government can then develop the legislation in a way that allows for the progressive realization of those standards through central government support. Operational procedures clarifying how and when consultation ought to take place can help ensure sufficient dialogue and improved adherence to the legislation.

Currently, even in those countries where consultative processes are in place, they are often not transparent. This is the case in Macedonia, where there is a memorandum of understanding (MoU) between the central government and the LGA, which requires consultations with respect to related legislation prior to approval by the Government and adoption by Parliament. Although the MoU envisages consultation prior to legislative changes, it is not systematically implemented and many new laws have been adopted through a â&#x20AC;&#x153;shortenedâ&#x20AC;? parliamentary procedure.39 Moreover, the capacities at both the central and local government level to effectively consult in terms of making informed contributions to the legislative process is questionable.40 Similarly, in the Federation of Bosnia and Herzegovina (FBiH), in Bosnia and Herzegovina, a process is in place whereby the LGA is to be consulted if legislation or regulations that impact municipalities is being considered. However, in reality, legisla-

Chapter III: Decentralized Service Delivery in the Context of EU Integration

tion and regulatory acts are typically prepared without the consultation of the LGA.41 Indeed, in 2006, a group of experts in the FBiH concluded that, despite the aforementioned process and the presence of both the FBiH and Republika Srpska (RS) Association of Cities and Municipalities, mechanisms for exerting pressure on central governments were underdeveloped.42 Alternative Service Delivery Alternative service delivery mechanisms include inter-municipal cooperation, public-private partnerships (PPPs) and various forms of sub-contracting, including to NGOs or private contractors. These mechanisms should be considered when municipalities are not able to independently deliver quality and affordable services, especially in the areas of waste management, drinking water and sewer services. However, in the majority of WB countries, legislation enabling municipalities to undertake these alternative forms of service delivery, along with operational guidelines to support them, is largely absent. Macedonia is a notable exception where, in 2007, the Government prepared a draft Law on Inter-Municipal Cooperation. Additionally, in Macedonia, an MoU in the Area of Inter-Municipal Cooperation between the Ministry of Local Self-Government and the LGA was signed and a joint Commission for Inter-Municipal Cooperation was established with the purpose of coordinating activities related to inter-municipal cooperation in Macedonia.43

41 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 10) 42 ibid (pg. 19) 43 Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 5) 44 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 18) 45 As per UNDP Country Office Serbia CO 46 Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 38) 47 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 22) 48 Municipal Status Report and Action Plan on Decentralized Public Service Delivery in Montenegro, 2009 (pg. 34) 49 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg.15)

In some other jurisdictions, such as in the Republika Srpska in Bosnia and Herzegovina, while the Law on Local Self-Governance grants municipalities the right to formally cooperate, operational guidelines designed to support municipalities in exercising this right do not exist.44 In Serbia, despite the fact that an emphasis has been placed on regional landfills in order to improve the cost-effectiveness of this important service, the feasibility of inter-municipal cooperation remains uncertain especially when it comes to cooperation with smaller municipalities. This is largely because there is no framework defining such arrangements. In Vranje municipality for example, a waste management facility that was intended for use also by neighbouring municipalities was only used for a short time by one - Vladicin Han.45 This is because no system of co-financing was established, so it is presently only being funded and used by Vranje.46 In Bosnia and Herzegovina (BiH), a framework designed to encourage and enable inter-municipal cooperation is equally needed as, for example, in Tuzla, it has been determined that water resources cannot provide for future needs, and a collaborative arrangement with one or more adjacent municipalities is necessary. Wastewater systems in BiH are also a key area where inter-municipal cooperation is desired.47 In Montenegro, despite the need for collaboration there is a lack of political will for intermunicipal initiatives. For example, effective communication is lacking between the Montenegrin municipalities of Pljevlja and Ĺ˝abljak, irrespective of the need to work jointly to effectively deliver solid waste services to citizens.48 To date, in Albania, inter-municipal cooperation is generally viewed as having failed to be productive, perhaps partly due to a lack of knowledge in regard to its benefits and means of realization.49 This type of information can be generated and promoted by the central government. Much of the above exemplifies the reasons why central governments ought to have a clear and detailed framework in place, which lays out the process through which inter-municipal initiatives can be developed and implemented. Much of the same ought to be put in place by central governments with regard to public private partnerships (PPPs). Municipalities need to develop the capacities to analyse the conditions under which PPPs may be valuable for them, as well as the best ways in which they can

Chapter III: Decentralized Service Delivery in the Context of EU Integration

50 Capacity Assessment Report for Bosnia and Herzegovina, , 2009 (pg. 87) 51 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 7) 52 ibid (pg. 15) 53 Position Paper on UNDPâ&#x20AC;&#x2122;s key comparative advantage and future entry points based on findings from Bulgaria, Moldova, Georgia, Turkey and Serbia, 2009 (pg. 4) 54 Croatia 2008 Progress Report, European Commission Staff Working Document, 2008 (pg. 8) 55 Croatia 2008 Progress Report, European Commission Staff Working Document, 2008 (pg. 7) 56 Macedonia 2008 Progress Report, European Commission Staff Working Document, 2008 (pg. 11-12) 57 Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 8)

proceed with implementing a PPP. There should be no legislation in place discouraging the consideration of PPPs, as is the case in Bosnia and Herzegovina for example where the Public Procurement Law allows local governments to contract out service delivery to the private sector for the period of only one year. Involvement of the private sector in the provision of utility services requires the existence of long-term contracts and this provision within the legislation discourages municipalities from considering PPPs.50 Overall, a clear framework, operational guidelines and support from relevant line ministries would help municipalities to adequately assess the potential impact of a PPP in their municipality. In Albania, for instance, PPPs are just starting to be explored by local governments in light of a new law on concessions and PPPs, which allows for more local authority in considering PPPs.51 In Kukes, for instance, consideration is being given to building a town market through a PPP. However, this legislation may not be sufficient to ensure Albanian municipalities are able to consider PPPs, since there is still very limited knowledge of PPPs among local governments.52 Operational guidelines and broader support is required, especially because of very strict legislative conditions for state aid and public procurement in the EU. 3.3.2. Public Administration Reform An overall public administration reform strategy is a key component of overall reform efforts in WB countries. Public administration reform is particularly relevant for interventions directed at local governments, which tend to be scattered or incoherent in the absence of overall objectives guiding public administration reform.53 For example, support from the central government to local governments geared towards enhancing public participation in decision-making around primary education at the local level would be bolstered if greater public participation was a priority of the central government. More generally, adequate capacity in the public administration at the central government level is required in order to support reforms and manage the decentralization process at the local government level. Reform of public administration remains a priority even for candidate countries, such as Croatia and Macedonia. In Croatia, for instance, the current view of the EC is that there is insufficient capacity within the public administration to manage decentralization reforms, and to ensure that such reforms meet their objectives.54 However, a Public Administration Reform Strategy for the period 2008 â&#x20AC;&#x201C; 2011 was recently adopted in Croatia, and it is anticipated that it will strengthen capacity related to public administration.55 In Macedonia, in comparison to other areas where progress has been made, the view of the EC is that the area of public administration is still in the early stages of reform. It was reported by the EC that work still needs to be done in order to ensure a transparent and professional public administration that is free of political interference.56 In general, in all WB countries, central governments need to enhance their own public administration system. Doing so will ensure they have the capacity to manage decentralization reforms around devolving key functions, like basic health care, to local governments, which is happening in some WB countries. By extension, this will raise the likelihood that the objectives behind the decentralization of competencies are met in terms of improved and more appropriate services for citizens. 3.3.3. Human Resource Management The lack of a professional human resource management (HRM) system for civil servants is an ongoing challenge in the WB countries, albeit to differing degrees. For example, in Serbia, there is no integrated civil service system, since the new Law on the Civil Service does not include civil servants at the local level.57

Chapter III: Decentralized Service Delivery in the Context of EU Integration

In general, WB countries lack systematic, transparent and merit-based approaches to human resource management, which are governed by objective hiring criteria. In addition, HRM systems in WB countries typically do not include formal training components, or systems for performance appraisal. Consequently, the best candidates for the local civil service may not be recruited, retained, or sufficiently developed so as to perform at an optimal level. For instance, an individual with the technical skills and knowledge needed by a municipality in order to improve a key service, such as waste management, may prefer to work for a private company which has a more systematic approach to human resource management which also rewards good performance. In some countries, salaries for local civil servants are determined centrally and they are relatively low, especially in comparison with the private sector. This often diverts potential candidates from employment with the municipal administration. In some cases, there is political inference from the central government in the hiring process, as has been reported by the EC in Bosnia.58 In Macedonia, where the hiring of primary school teachers needs to be approved by the central government through the Ministry of Education and Science, it often takes an unreasonably long period of time to get approval.59 Improvements in the hiring system at the central government level would thus work towards improving the delivery of primary education in Macedonian municipalities.

58 Bosnia and Herzegovina 2008 Progress Report, European Commission Staff Working Document, 2008 (pg. 12) 59 Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 28) 60 Capacity Assessment Report for Croatia, 2009 (pg. 10) 61 Municipal Status Report and Action Plan on Decentralized Public Service Delivery in Montenegro, 2009 (pg. 10) 62 Croatia 2008 Progress Report, European Commission Staff Working Document, 2008 (pg. 8)

At the same time, there has been progress on this issue, particularly as it relates to legislative changes governing human resource management. For example, in Croatia, 2008 legislation will, for the first time, regulate the status of local civil servants in a consistent and comprehensive manner.60 Overall, absent or unclear performance standards, a lack of incentives, political interference and low salaries, as determined at the central government level, have led to high staff turnover and low motivation of employees at the local government level. Improvements in the HRM systems at the central government level will contribute to improving the capabilities of local governments, as they will be more likely to recruit and retain skilled, motivated staff that is better equipped to improve service delivery. 3.3.4. Commitment to Decentralization Certain actions or approaches by the central governments in various WB countries appear to represent a lack of commitment to decentralization. Actions which underlie an insufficient commitment to decentralization are of concern to local governments, as transparent and robust decentralization provides the basis upon which they provide services to citizens. One example of an approach which may be counter to the guiding principles of decentralization and local self-government comes from Montenegro, where the central government can impose inter-municipal cooperation mechanisms on local governments, which is in contrast to the principle of local government autonomy.61 Further, in Croatia, there have been considerable delays in the implementation of Croatiaâ&#x20AC;&#x2122;s programme for decentralization and the Decentralization Commission has not yet become the driving force behind the decentralization process as was expected. 62 This is another example of an approach that calls into question central government commitment to decentralization. Beyond overall approaches to the decentralization process, there are two specific issues that can effectively circumscribe the impact of decentralization reform and, consequently, the abilities of local governments to work towards improving services. These two issues are insufficient financial resources and inadequate partnerships. These gaps have been identified, although to varying degrees, in all the WB countries. 33

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63 LOGON Report 2008: Impact of the European Union on Local Authorities, 2008 (pg. 163) 64 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 16) 65 Macedonia 2008 Progress Report, European Commission Staff Working Document, 2008 (pg. 10) 66 Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 10-11)

Insufficient Financial Resources Besides the devolution of competencies, decentralization should involve the reallocation of fiscal resources, to the extent that it enables municipalities to meet their responsibilities and ensures quality, affordable services to citizens. There are two main sources of local government revenue. The first are own-source revenues, which can include property taxes, communal fees, development charges and other user fees. The second are shared revenues, which represent transfers allocated by the central government, typically in keeping with a specific formula. Shared revenues need to be a stable source of revenue that municipal governments can rely on when developing budgets and financial plans for the provision of local services. For example, when a municipality has determined that a new school is required, it needs to be very clear on the amount of money it will receive from the central government over the medium-term, in order to plan for this major investment in a manner that does not compromise the quality of other services. In most of the WB countries, allocated fiscal resources are considered inadequate compared to the decentralization of competencies.63 This is especially significant, as disparities in the ability to raise own-source revenues exist between municipalities in all WB countries, due to many factors often beyond their control. These factors may include proximity to larger centers, availability of natural resources, infrastructure deterioration and out-migration often stemming from the conflicts of the 1990s. Central governments must account for these disparities and ensure all municipalities have the financial resources to meet their obligations. This is especially true in areas where infrastructure was destroyed through conflict or is otherwise lacking. The infrastructure needed to ensure waste and sewer services that are in line with EU requirements is particularly important, but is also is very expensive. Central governments can support local governments to pool resources by enabling inter-municipal cooperation, but central governments must also ensure that their programme of fiscal decentralization matches the expectations related to it, in this case, the decentralization of functions in waste and sewer management. Insufficient financial resources relative to competencies are noticeable in all WB countries, although to varying degrees. In the municipality of Kukes, for example, despite small budget increases over the years, the 2008 budget of $1,700,000 USD is insufficient compared to the needs of the municipality.64 The EC reported that in Macedonia, although municipal tax collection increased considerably, municipal revenue has remained insufficient in light of the new competencies of local governments.65 Indeed, the criteria for the allocation of funds from the Value-Added Tax (VAT) revenue transfer do not take into account disparities in the revenue-raising capacity of municipalities, while they do take into account disparities in expenditure needs, however only in an approximated fashion.66 Inadequate Partnerships

There are areas or issues that engender mutual concern and require joint action on the part of central and local governments. Pertinent examples include the management of natural resources or state buildings located within a municipality but for which joint action by the central and local government is required. For instance, benefiting from the extraction of natural resources bolsters the revenue of municipal governments, which in turn could support enhancements to service delivery in key areas where investment is needed, particularly in infrastructure, equipment and technology related to communal services. Cross-cutting issues such as environmental protection also require partnerships in order for the responsibilities of both levels of government to be met. An effective and accountable system of decentralized governance enables genuine partnerships between all levels of government. The presence of partnerships may also be considered an indicator of the commitment to decentralization

Chapter III: Decentralized Service Delivery in the Context of EU Integration

on the part of all levels of government. In the WB countries, inadequate partnerships in areas that necessitate joint understanding or action is observed. For example, in Bosnia and Herzegovina, local governments do not participate in the management of the natural resources located in their territory, nor do they benefit from it.67 The only natural resources from which local governments are able to collect revenues are those from arable land and construction sites. In Bosnia and Herzegovina, communal enterprises pay a fee for the use of water resources in both the FBiH and the RS. Of those fees, none in the FBiH goes back to the local governments, and in the RS only 30 percent goes back to the local governments.68 A more reasonable division of revenues from the exploitation of certain natural resources is witnessed in Macedonia, where revenues are divided 60 percent for the central government and 40 percent for local authorities, according to the Law on Mineral Resources.69 This enables Macedonian local governments to make targeted investments with this revenue with the objective of improving services.

67 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 63) 68 ibid (pg. 22) 69 As per UNDP Country Office Macedonia 70 Serbia 2008 Progress Report, European Commission Staff Working Document, 2008 (pg. 9) 71 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 21)

With respect to state owned buildings, in Serbia, for example, a specific law regulating the transfer of property to municipalities, in line with the Constitution, has not yet been adopted.70 Shared responsibility is often required in environmental protection efforts. For example, in Albania, relevant legislation including the Law on Environmental Protection and the Law on the Environmental Management of Solid Waste briefly mentions the responsibilities of local authorities to provide for environmentally friendly waste disposal and broad environmental protection plans. However, no financial resources were assigned, nor have coordinated policies been developed to elaborate how municipalities should integrate these responsibilities with central government priorities in the same area.71 In this case, a formal partnership outlining the responsibilities of each level of government could greatly improve waste management services in Albanian municipalities, while at the same time ensure the aforementioned legislation designed to promote environmental protection is upheld.

Chapter IV: Key Findings

Key Findings 4.1 Knowledge and Accountability

4.2 Institutional Arrangements

4.3 Leadership

4.4 Cross-Cutting Issues

Chapter IV: Key Findings

Key Findings The key findings outlined below aim to support local authorities in the Western Balkans by identifying the capacities necessary for quality local service delivery in keeping with EU norms and standards, and by assessing the extent to which the pilot municipalities have those capacities. While capacity needs in the pilot municipalities are flagged throughout this section, so too are examples of capacity assets, progress and good practices relevant to the key capacities on the part of the pilot municipalities which can and should be further built on. It should be noted that despite the fact that the WB countries have linked territories, an intertwined history, similar administrative cultures and shared EU ambitions, they nonetheless have different local government systems. The legislative framework governing local self-government, the scope of municipal responsibilities, the level of municipal autonomy, the systems of financing and the management of human resources may vary considerably between countries. They are also in different stages of the reform process.72 Accordingly, the extent to which each of the issues and challenges elaborated in this section are significant depends on the country.

4 72 It should be noted that, in regard to the five identified service delivery areas, there are only slight differences between the WB countries in regard to the type and scope of competencies which rest at the local government level. 73 Chapter 18 of the acquis outlines the member countryâ&#x20AC;&#x2122;s obligations around the provision of statistics

This analysis has been undertaken using the UNDP capacity development and assessment methodologies. The specific capacity issues detailed below relate to the overarching themes of knowledge and accountability, institutional arrangements, leadership and cross-cutting issues. These findings are directly related to the recommendations that follow in section 5 which suggest the ways in which the identified capacities could be established or enhanced.

4.1 Knowledge and Accountability Local governments must develop and use the knowledge which is relevant to decisionmaking and policy development. Doing so will enable them to make informed decisions in regard to service delivery. Harnessing that knowledge, municipalities must ensure their actions are accountable to citizens. Effective communication with citizens, including frequent reporting and the ongoing engagement of stakeholders, supports accountability. 4.1.1. Data Development and Collection Having sound data development and collection capacities, which are systematically utilized, is a precondition for improving local planning capabilities and, in turn, local service delivery. Reliable, accessible data enables local governments to understand local needs and, by extension, improve the services they provide to citizens based on the identified needs. Local governments need to be aware of the potential use of data to better understand the social and economic trends and related needs within their communities. Overall, the capacities related to data development and collection in the pilot municipalities need to be developed and/or enhanced. The provision of reliable statistical data to the EU is required of member states.73 Local governments also need access to the type of data that EU members are obliged to collect. In particular, basic demographic data assists in planning for school and health facilities. If the population is aging, for instance, local governments need to know in order to plan for an appropriate number of health care facilities. For example, in Bosnia and Herzegovina, no census

Chapter IV: Key Findings

74 As per SNV BiH Office 75 Municipal Status Report on Decentralized Public Service Delivery in Albania 2009 (pg. 31) 76 Capacity Assessment Report for Croatia, 2009 (pg. 41) 77 Municipal Status Report on Decentralized Public Service Delivery in Gevgelija, 2009 (pg. 23) 78 Capacity Assessment Report for Croatia, 2009 (pg. 41) 79 As per UNDP Country Office Macedonia

has been conducted since 1991 and, given the conflict of the 1990s, basic data is missing. In this case, local authorities are likely to not even be able to ascertain basic information, including how many citizens they must serve.74 Additionally, Albania, where considerable demographic shifts have been perceived in recent years, is commonly understood to have a young and emigrating population. However, the absence of reliable national demographic statistics in Albania cannot confirm these perceptions. This is a problem for local authorities, such as the municipality of Koplik, as the municipality remains uncertain as to what its needs will be for pre-university school facilities.75 However, while nationally generated data is important, the data developed and collected at the local level is equally crucial. To make decisions on important issues, local governments need accurate information that provides a detailed and enriched view of the communities they serve. In this way, data enables local governments to better select, plan and improve the services they provide to citizens. Capacities in this area among the pilot municipalities are mixed, with some good examples, such as in Varaždin, Croatia, where the local administration has reasonable capacities in generating its own data and developing projects, policies and strategies using this data.76 Progress in this area is also observed in Gevgelija, Macedonia, where quality statistical information is regularly available for the development of municipal strategies, action plans and projects, although enhancements are required as the precision and comprehensiveness of the data is considered mediocre.77 Beyond demographic data, local governments also need data which indicates the services that are used most frequently and viewed as most valuable by citizens. This will assist them in targeting limited investment funds or deciding when inter-municipal cooperation may be the most cost- effective service delivery option. This type of data can be collected in a multitude of ways, depending on what is feasible for the local government. Basic data can be recorded from the services and programmes which citizens use. Local surveys can also be employed, possibly inserted in the water bills sent to citizens. There are good examples of local data collection through “one-stop-shops”. For instance, in 2005 in Varaždin, Croatia, the local government started a “City Centre for Information and Complaints”. This “one-stop-shop” provides information to the public and solicits their feedback. Citizens can access it through a free telephone line, by SMS, or through the website. Clearly, the primary driver of this particular initiative is enhancing communication with the general public. Citizens are able to access information easily, as it is readily available via a single access point. However, an equally significant benefit has to do with the local data that a “one-stop-shop” can generate. Basic demographic and statistical data can be registered about who uses which services, when and why. Moreover, problems or complaints can be registered with the view of using the information to make improvements to service delivery.78 A “one-stop-shop” also exists in Gevgelija, Macedonia, which is called the “Citizen Service Center”.79 While there needs to be a system in place to methodically record data in order to reap the benefits with respect to data collection that the “one-stop-shop” presents, if organized well, a “one-stop-shop” can be an important component in a local government data collection strategy. 4.1.2. Monitoring and Evaluation

In addition to having a policy or service in place, it is important to know to what extent the policy or service is being implemented and whether it has achieved its desired objectives in a cost-effective manner. Without adequate monitoring and evaluation of the service or policy, the actual impact on quality of life is unknown. It will remain unclear as to how the policies or services should be modified or how scarce resources could be better utilized. Monitoring and evaluation through the use of performance indicators means that decision-making processes can be based on measurable conditions and results. The decision-makers are able to

Chapter IV: Key Findings

more clearly see the consequences of their decisions and avoid the many pitfalls that result from making decisions with an incomplete understanding of local needs.80 Progress in this area has been identified in some of the pilot municipalities, such as in Brvenica, Macedonia, where there is a strategy for the monitoring and evaluation of service delivery. In Brvenica, the capacity of the municipality to follow through with the strategy has been assessed as adequate.81 However, in other municipalities, key gaps remain in terms of abilities to develop measurable criteria and indicators against which policies and services can be monitored and evaluated. For instance, in Kukes, Albania, while there are reasonable capacities in terms of setting targets for service delivery, the next step of monitoring outcomes based on adherence to the targets and making the necessary adjustments to the delivery of the service is not equally present.82 In Žabljak, Montenegro, enhanced capacities for monitoring the public utility company (PCU) has been identified as a key means through which the performance of the PCU could be enhanced.83 Similarly, in Kanjiža, Serbia, there is no staff nor unit within the municipal administration that performs monitoring and evaluation functions with respect to the local PCU.84 While the PCU does perform some monitoring, the feedback of monitored outcomes to the municipality is uncertain. Even in Varaždin, Croatia, where monitoring and evaluation is regularly performed, staff do not have the formal qualifications related to these activities and the staff development needs related to these tasks have not been assessed.85 4.1.3. Communication and Public Reporting In addition to monitoring and evaluation, regular and proactive communication and public reporting ensures local governments are accountable to citizens. Communication and reporting must therefore be seen as a regular function of the municipal administration, upon which citizens can depend. Good examples of communication and reporting initiatives are observed in some of the pilot municipalities and inadequate capacities are observed in others. Some municipalities undertake regular reporting. For example, since 2001, the Croatian municipality of Varaždin has regularly issued a special brochure entitled “Budget in a Nutshell” (“Proračun u malom”), which is distributed directly to households with the intent of informing citizens about revenues and expenditures, as well as to outline key priorities and projects.86 In municipalities where the related capacity of setting targets has been deemed sufficient, such as in Kukes, Albania, relatively weak capacities are observed in terms of reporting on those targets and outcomes, and public reporting in Kukes happens infrequently.87 Municipalities may wish to consider regularly issuing easily readable publications, which identify significant trends, outcomes and may even assign grades in a small number of service areas linked to quality of life.88 In this way, citizens become aware of improvements in service delivery and progress on key issues, even if it is not always evident to them on a daily basis.

80 “Developing Indicators and Benchmarks”, The National Guide to Sustainable Municipal Infrastructure (Infraguide), 2002 (pg. xi) 81 Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 24) 82 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 14-15) 83 Municipal Status Report and Action Plan on Decentralized Public Service Delivery in Montenegro 2009 (pg. 34) 84 Municipal Status Report on Decentralized Public Service Delivery in Serbia 2009 (pg. 45) 85 Capacity Assessment Report for Croatia, 2009 (pg. 42) 86 Capacity Assessment Report for Croatia, 2009 (pg. 40) 87 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 14-15) 88 An example of accessible, informative municipal reports aimed at citizens are the Vital Sign reports, produced annually by several municipalities in Canada. http://www.vitalsignscanada.ca 89 Capacity Assessment Report for Croatia, 2009 (pg. 51)

Besides regular reporting, the promotion of special initiatives and projects to citizens is generally lacking in the pilot municipalities. For example, promoting the activities of the municipality to citizens has been identified as a capacity gap in the Croatian municipality of Delnice, because there is no process around announcing and promoting new projects.89 Permanent fixtures for communicating with the public also contribute to greater accountability and enable feedback from citizens, but they presently only exist in some municipalities in the WB, including some pilot municipalities. Single access points, often termed “onestop-shops,” are effective vehicles through which information can be delivered to citizens and two-way communication is enabled. In Macedonia, for instance, some municipalities deliver certain services via “Citizen Service Centers” (CSCs). Presently 36 CSCs are operating in Macedonia. Most are located in urban municipalities, though three are operating in rural municipalities. The Macedonian Ministry of Local Self-Government is drafting a National Strategy for Citizen Service Centres, with the objective of having CSCs in place in all munici-

Chapter IV: Key Findings

90 Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 8)

palities.90 Additionally, in Serbia, one-stop-shops termed “Citizens Assistance Centers” have been implemented in almost half of the country’s municipalities.

91 Capacity Assessment Report for Croatia, 2009 (pg. 50)

4.1.4. Engagement of Stakeholders

92 Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 13) 93 Municipal Status Report on Decentralized Public Service Delivery in Albania 2009 (pg. 14) 94 Capacity Assessment Report for Croatia, 2009 (pg. 40)

The participation of stakeholders in decision-making processes also contributes to the accountability of local governments. This also enhances mutual understanding between the administration and stakeholders over the long-term. As a consequence of their involvement in the decision-making process, stakeholders may realize the difficult choices and limited resources local governments are faced with as compared to needs. On the other hand, by engaging stakeholders, local governments are provided with input and views of those who are affected by municipal policies and services. There are a number of different tools and mechanisms which can be used to engage stakeholders (including citizens, businesses and civil society) in the process of local government decision-making. These mechanisms range from the formalized, which are often entrenched in by-laws, to the less formal, which are likely to be more ad hoc in nature. Some of the pilot municipalities are using both formal and informal techniques to solicit stakeholder participation, which is a positive development. Overall, however, additional capacities related to engaging with stakeholders are needed in the pilot municipalities. Providing regular opportunities for participation will familiarize stakeholders with the process of providing feedback and will, in the long-run, help to ensure regular input. However, providing opportunities for stakeholders to participate may not always result in extensive participation. Therefore, local governments must try to determine the most feasible and least invasive ways to solicit the participation of stakeholders. In Delnice, Croatia, for example, regular public consultations are organized in accordance with the law, through the work of communal boards (“mjesni odbori”), which represent citizens from one or more settlements. However, the municipality lacks a systematic approach to communicating with a broader audience and has not attempted to determine how to use available information tools (such as local radio stations or the municipal website) to establish regular communication with citizens. In addition, the municipality rarely organizes open public discussions or presentations of new projects for the general population. Accordingly, the attendance by citizens at such events, when they happen, is generally low.91 In Kosovo, the legal framework now prescribes two obligatory public meetings in a municipality in a year. While both Prizren and Podujevo reported that these meetings were undertaken, few citizens or NGOs attended. This is similarly true in most municipalities in Bosnia and Herzegovina, where public consultations which are organized through the local communities (“mjesne zajednice”) occur, but meaningful participation is often lacking. This is likely related to the limited experience in undertaking these types of public meetings. Municipalities typically do not have detailed guidelines describing how to conduct public meetings, from which this capacity could be fostered.92 In a single municipality, both informal and more formal techniques can be used to engage stakeholders with the aim of ensuring better informed decision-making processes as they relate to key services. In Kukes, Albania, both formal and informal engagement techniques have been used. More formally, a participatory budgeting process was undertaken for the 2008 budget. In a less formal manner, also in Kukes, a specific section of the local government website is dedicated to comments and complaints.93

A good example of a non-invasive approach to participation is from Varaždin, Croatia, where the local administration provides open access to city council meetings and live broadcasts of meetings.94 This technique provides the opportunity for stakeholders to be engaged, and also provides for greater accountability.

Chapter IV: Key Findings

Other municipalities report that ad hoc engagement happens with key stakeholders, as issues arise. This is the case in Macedonia, where the local administrations of the municipalities of Brvenica and Gevgelija regularly cooperate with Councils of Parents in regard to primary education.95

95 Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 20)

4.2 Institutional Arrangements

97 Municipal Status Report on Decentralized Public Service Delivery in Kosovo, 2009 (pg. 39)

The ways in which local authorities arrange their organization is a vital issue, as these institutional arrangements can provide for, or hinder, their capacities related to both the decisions around, and the delivery of, key services. Appropriate institutional arrangements should facilitate positive interaction among the different departments, as well as between the political and administrative levels. Key capacities related to institutional arrangements include strategic planning, human resource management, internal coordination, feasible budgeting, asset management, effective procurement and capacities related to collaborative arrangements with other municipalities for the purpose of joint service delivery.

96 Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 43)

98 Municipal Status Report on Decentralized Public Service Delivery in Gevgelija, 2009 (pg. 27) 99 As per UNDP Country Office Macedonia

4.2.1. Strategic Planning Local authorities need to lead by presenting a clear vision through the development of a strategic plan, to which the entire administration is directed. A strategic plan is an overarching framework that links all of a local governmentâ&#x20AC;&#x2122;s key commitments. It describes a desired future for the long-term, which provides a basis for making short and medium-term decisions in the key service delivery areas. A strategic plan needs to be based on the joint commitment of the local government and citizens with a 10 to 15 year timeline. Many of the pilot municipalities have developed, or are in the process of developing, strategic plans. However, while the fact that these plans are being developed indicates a certain level of capacity, some of the plans do not provide for sufficient high-level vision which is shared by citizens and the local government. In this regard, while progress in terms of strategic planning has been made in many of the pilot municipalities, more can still be done. For example, progress related to the capabilities needed to develop and use strategic plans has been observed in KanjiĹža, Serbia, where a strategic plan was developed in 2006 for the years 2006-2010. It elaborated a vision, mission, values, strategic goals and development priority projects for KanjiĹža. It is regarded as a best practice, particularly with respect to the public consultations which occurred as part of its development.96 However, the document has not been sufficiently operationalized with follow through action plans related to the objectives and priorities that are laid out in the strategic plan. In this regard, while the development of the plan should be commended, additional work needs to occur in order for the plan to be effectively used. In Kosovo, while the municipalities of Prizren and Podujevo have also developed strategic plans, these do not provide an effective basis for decision-making. The strategic plans are infrequently used and are generally viewed as expert driven documents, with the realization of the goals outlined in the plans being dependent upon donor contributions. In these cases, it is clear that the document was developed with the view of attracting donor support.97 Strategic plans should be developed together with citizens and should be readily available to citizens once they are complete. In Gevgelija, Macedonia, the local administration is developing a strategic plan as an internal management tool to ensure the municipal administration is acting according to the provisions of the Law on the Budget.98 While this is an obligation under the Law on the Budget, which requires each municipality in Macedonia to extend the planning of income/expenditures to three years and to develop multi-annual plans/programmes, a strategic plan is nonetheless intended to be a broader document.99 Internal tools of this nature may be needed, but strategic plans are not meant to be the ex-

Chapter IV: Key Findings

100 Capacity Assessment Report for Croatia, 2009 (pg. 52) 101 Municipal Status Report and Action Plan on Decentralized Service Delivery in Montenegro, 2009, (pg. 39) 102 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 74-75) 103 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 39)

clusive property of the municipality. They are supposed to represent the overarching, shared objectives of the citizens and local government. In other municipalities, such as Delnice, Croatia, there is no strategic plan in place, despite the need for a guiding document, such as a strategic plan. In Delnice, an aging local population and declining economic output resulting in high unemployment, impacts the local government’s ability to adequately provide local services as a result of a shrinking tax base. The need for a plan which lays out key objectives for moving forward to address these structural issues is unambiguous. However, in the absence of a strategic plan, in Delnice, plans and projects are identified on an annual cycle, without a long-term vision.100 4.2.2. Human Resource Management: Linking Individual Capacity Development with Organizational Plans Many if not all organizational level capacities are directly linked to, and largely dependent on, the knowledge, skills, abilities and motivation of municipal employees. Therefore, local administrations need to pay particular attention to developing or enhancing a human resource management (HRM) system within their municipality, through which the individual capacities of municipal employees can be strategically enhanced. Indeed, the strategic plan can only be effectively operationalized if it is linked to a municipality’s HRM system. This should be considered even if a broader HRM strategy for local civil servants exists at the central government level. At the same time, if a national HRM system is in place, the HRM plan of a municipality would need to be linked and tie in as appropriate with the national strategy. This is because, in general, while it is clear that there are skilled people working in the pilot municipalities, there is a need to ensure the skills of those people are being used and developed in the most effective and strategic fashion. For example, even where the employees have attained adequate levels of education and skills, the overall system governing human resources within the administration must also be paid attention to by the municipality. This is observed in Bijelo Polje, Montenegro, where despite the high level of qualified economists and lawyers working in the municipality, more technical workers are needed to meet the priorities and plans of the municipality.101 In some cases, efforts are being demonstrably made to address capacity gaps in terms of human resources. In Doboj, Bosnia and Herzegovina, a Human Resource (HR) strategy has been developed in order to address the lack of a HRM system. Doboj’s HR strategy defines a number of key goals, many of which are related to service delivery, such as achieving a balance between the requirements of clients and the ways in which municipal services are provided. It identifies the necessary elements of an HRM system which is lacking in the administration’s current approach to human resources. Elements of an HRM system as proposed by this strategy would address the lack of an adequate performance appraisal system and the mismatch between job descriptions and the actual needs of the administration.102 In other municipalities where HRM systems exist, plans for their enhancement are not always in place or, if they are, they are not strategically linked to the needs of the administration. The key functions required to achieve the objectives laid out in the strategic plan need to be detailed in a municipality’s HRM system. Moreover, the HRM system should spell out how the functions are linked to job descriptions, the ways in which the job descriptions are consistent with the skills of the individuals that hold the posts, as well as a training plan to address deficits. For example, in the municipality of Tuzla, in Bosnia and Herzegovina, the absence of a comprehensive plan related to human resources has been assessed as a large part of why there is a weak connection between human resources and the strategic documents and plans of the municipality.103

Chapter IV: Key Findings

In Kosovo, municipal staff has been involved in a variety capacity development activities provided by a number of different sources, including donors and line ministries. However, the municipalities themselves have typically not made internal assessments in order to identify the specific trainings that their staff requires, nor have they developed a plan to implement or seek out those trainings. It was similarly identified that, in general, local civil servants in Kosovo are not encouraged to make specific training requests.104 Moreover, the regular provision of relevant capacity development activities for local civil servants should have the corollary benefit of improving their motivation, reducing turnover and, making the local government a more attractive employer on the whole.

104 Municipal Status Report on Decentralized Public Service Delivery in Kosovo 2009 (pg. 40) 105 Municipal Status Report on Decentralized Public Service Delivery in Brvenica, 2009 (pg. 34) 106 Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 11)

4.2.3. Internal Coordination Effective coordination between the departments or units of a local administration, especially with respect to policy development, is among the main preconditions for the realization of municipal objectives. In many of the pilot municipalities, policy development primarily happens at the sectoral or departmental level. The establishment of a system of integrated municipal policy and action planning will bring together sectoral plans and policies, and thus ensure an optimal allocation of scarce resources among different sectors and between different geographical areas of the municipality and different population groups. A solid horizontal approach can also help to ensure cross-cutting functions, such as monitoring and evaluation, which may not be part of a single staffâ&#x20AC;&#x2122;s job description but are nonetheless critical for effective service delivery, systematically occur. For instance, in Brvenica, Macedonia, it was observed that citizen consultation and engagement which provides vital inputs for monitoring and evaluation purposes only happens on an ad-hoc basis, and that consultation and engagement were not a specific component of any job description.105 Having staff dedicated to internal coordination would ensure the functions that cut across many departments within the administration still occur. Strong coordinative capacity within the municipal administration will also help ensure that the communal enterprises (PCUs) provide services in a manner consistent with the standards determined by the municipality. In several of the pilot municipalities, the relationship between the local administration and the PCU is weak, resulting in municipalities being unsure of the quality of the communal services being delivered under their auspices. For example, in Serbia, the pilot municipalities believe that the PCUs are not sufficiently accountable to them, and that they donâ&#x20AC;&#x2122;t have substantive oversight in regard to the performance of the PCU. Moreover, municipalities indicated that the planning and reporting functions that PCUs undertake are not properly integrated into the broader municipal processes and plans.106 Internal coordination is lacking and part of the function of an administrative unit dedicated to coordination would be to ensure greater integration with the enterprises providing the communal services. In general, the organizational structure of the pilot municipalities, including the procedures and processes which provide the basis for decision-making and service delivery, do not provide a sound basis for cooperation between the departments and sufficient horizontality among functions. In addition to organizational issues, the local administration needs to have staff dedicated to policy coordination and integration. This type of internal management function is particularly necessary in medium and large municipalities. Even if the department-specific systems are present and functioning, the logical integration of these systems, particularly as it relates to cross-cutting functions, is a necessary if challenging task.

Chapter IV: Key Findings

107 Municipal Status Report on Decentralized Public Service Delivery in Brvenica, 2009 (pg. 27-29) and with input from the Macedonia CO, as per comments received 108 Report on Capacity Assessment for Croatia, 2009 (pg. 47) 109 Managing Infrastructure Assets Online Course, National Guide to Sustainable Municipal Infrastructure (Infraguide), 2004. http://www.sustainablecommunities.fcm. ca/Infraguide/e-learning/infrastructure_ assets.html 110 Municipal Status Report and Action Plan on Decentralized Public Service Delivery in Montenegro, 2009 (pg. 33)

4.2.4. Co-operation in Service Delivery Inter-municipal cooperation presents one of the most promising approaches for the improvement of local service delivery. Some of the pilot municipalities have begun investigating or developing cooperative arrangements in service delivery. For small and medium sized municipalities, inter-municipal cooperation in service delivery allows for efficiencies and improvements in quality as resources are pooled. Adequate frameworks which enable and support municipalities in considering and developing inter-municipal cooperation are required as the first step in developing local government capacities in this area. Where national-level frameworks are already in place, such as in Macedonia, municipalities are increasingly developing their internal capacities to work with other municipalities. For example, as a small, rural municipality, Brvenica, Macedonia was faced with revenues and human resources which were insufficient to provide key services to citizens. To address these capacity needs, Brvenica now cooperates with the municipality of Tetovo in the areas of communal affairs, tax administration and urban planning.107 Municipalities ought to continue to seek out and learn from examples of such collaborative arrangements, such as in Delnice, Croatia, where the public communal enterprise, which provides waste, sewer and water services, is owned by Delnice but provides services for Delnice as well as six neighboring municipalities.108 4.2.5. Asset Management Asset management is a systematic process that helps municipalities identify the right intervention on the right infrastructure assets at the right time. Well implemented asset management provides a holistic approach to managing infrastructure, where projects, activities and their components are interrelated and interdependent.109 An asset management system can provide for a logical, decision-making process which can help municipalities prioritize investments intended to save the money in the long-run. To varying degrees, the pilot municipalities need to further develop their capacities for asset management. While municipalities pay for the operating costs of communal services, there are insufficient capacities for planning and budgeting of investments, particularly as they relate to the infrastructure used by the communal enterprises, which is often old and rapidly deteriorating. In the water system, old infrastructure will result in significant water losses to the overall system. Moreover, new technologies or equipment are often needed to maintain or improve the performance of existing assets. Capacities for understanding the costs and benefits associated with investing in new technologies or equipment related to the provision of communal services is weak. In Zabljak, Montenegro, high losses in the water network are experienced, which means that the difference between the volume of water produced and provided to the system is significant (approximately 60%).110 These losses result from technical deficiencies in the infrastructure systems, and also from administrative losses, such as illegal connections. In this case, improvements to the core infrastructure system, as well as the installation of new water meters, could minimize water losses, which would save the municipality money. However, a plan and budget is required for these sorts of capital projects. An asset management plan enables this, as once it is in place, these investments would be prioritized and planned for. Within an asset management plan, the need to upgrade the infrastructure and provide for water meters would be assessed relative to the desired performance of the water network as determined by the municipality and as compared to other existing and impending needs.

System losses and the related need to develop an asset management system are also present in Bosnia and Herzegovina, as, almost without exception, utility enterprises are not able to finance investments in infrastructure from their own resources such as major maintenance, the expansion of networks and the procurement of capital equipment. Due to this inability to perform regular maintenance and replace the primary and secondary water network, the

Chapter IV: Key Findings

average network losses are over 50%, which is very high, especially compared with average losses in EU member countries (25%).111 In Tuzla, for example, only 43% of the total quantity of water produced is billed to customers.112 4.2.6. Procurement Practices Contracting out service delivery to private contractors represents a key means through which services, typically communal services, can be effectively delivered. In the WB, municipalities often contract out the delivery of communal services through a Public Utility Company (PCU). Transparent and well-developed procurement practices support the provision of quality communal services as provided by either PCUs, private contractors or through a Public Private Partnership (PPP). With respect to its Programme of Main Projects in the City of VaraĹždin for the Period 2005-2010, it is observed that procurement is conducted in accordance with Croatian legislation and EU procurement rules,113 and that staff is fully qualified and acquainted with procurement rules and procedures.114 In other pilot municipalities, capacity gaps relative to procurement were identified, especially as they relate to the challenges facing many of the municipalities around negotiating and enforcing contracts with service providers. This is a problem because the inability to negotiate and enforce contracts often results in low quality services. Developing municipal capacities in order to implement transparent and institutionalized bidding processes, as well as for defining formal obligations for contractors, could ensure better service delivery outcomes for those services performed by private contractors or PCUs.

111 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 9) 112 ibid (pg. 49) 113 The Services Directive represents the main body of EU requirements in the area of procurement 114 Capacity Assessment Report for Croatia, 2009 (pg. 42) 115 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 19) 116 ibid (pg. 16) 117 ibid (pg. 16) 118 Municipal Status Report and Action Plan on Decentralized Service Delivery in Montenegro, 2009 (pg. 25)

In Albania, part of the hesitation related to contracting out and undertaking PPPs on the part of the pilot municipalities is related to the perception and experience that the private sector is unconsolidated and unreliable. In Kukes, where the experience with private contractors has been poor, limited municipal capacities with respect to negotiating contracts and monitoring and supervising contractors has been identified as part of the problem.115 This issue is also related to insufficient municipal capacities in terms of designing performance targets for the service providers.116 However, in addition to the aforementioned organizational-level capacities around procurement, the importance of the legal system in this respect must also be underscored. If contracts are not met according to the standards identified in the contracts, municipalities must have legal recourse. Otherwise, it will be clear to both parties that the contracts are essentially meaningless. This is part of the problem in Albania, where local governments view the use of legal remedies as a difficult option in the case of non-compliance by a private company.117 4.2.7. Budgeting and Accountability in the Provision of Communal Services In general, limited accountability and an unacceptably low level of revenue collected for billed services, which typically includes communal services, is observed in the pilot municipalities. Limited capacities to collect user fees from households leads to payment evasion, which, in turn, leads to insufficient and unpredictable revenue streams for municipalities, as well as an inability to budget for necessary investments. Many municipalities do not have household water meters, which also undermines the transparency of the water billing system. With respect to accountability, in Ĺ˝abljak, Montenegro, as a single PCU provides all the communal services to citizens, only one bill is delivered to citizens. However, the bill does not indicate the cost for each service. Rather, the bill identifies one lump sum for which payment from the household is expected.118 This greatly limits accountability and transparency. It also makes it difficult for the local administration to understand the true costs of the PCU. 47

Chapter IV: Key Findings

119 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 57) 120 ibid (pg. 57) 121 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 30) 122 Interview with the representatives of the FBiH Association of Utility Enterprises; 8 July 2008, Sarajevo, as contained in the Capacity Assessment Report for Bosnia and Herzegovina, 2009 123 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 10)

In some municipalities, user fees for communal services, such as potable water, are not determined on economic principles but rather on the perceived impact on the living standards of citizens, which is the case in Tuzla.119 Water services are viewed through a social lens where part of the burden of social protection is transferred to utility enterprises and, by extension, the local government. However, by doing so, municipal authorities undermine the financial sustainability of the utility companies, which are often brought close to bankruptcy and then revived by unplanned financial injections from the municipal budget. In many instances, municipalities have not developed the capacity to understand what citizens would view as a reasonable cost for the provision of services such as water. In Tuzla, as per interviews undertaken with consumers, the majority indicated that they would be ready to pay the true cost of water. However, the readiness to pay was conditioned upon the installation of individual water meters.120 In Koplik, Albania, despite household fees for waste collection being relatively low, the collection rate from households is poor. Moreover, fees do not ensure cost recovery, nor has the municipal administration developed a fee policy to outline the extent to which the fees recover the costs to the municipality.121 In the FBiH, the collection rate for utility services in 2007 was around 59%. Some municipalities had even lower collection rates at approximately 35%.122 Accordingly, utility enterprises in the FBiH filed thousands of lawsuits related to unpaid services by customers. However, it was reported that, except for the additional costs related to the court cases, few other results were achieved in terms of the collection of unpaid accounts. The FBiH Association of Utility Enterprises estimates that there are 1.9 million court cases still pending, which, given existing backlogs, could take up to 40 years to process.123 There is clearly a link here to capacities at the central government level with respect to improving both the legal framework and the efficacy of the judicial system. It should be noted that, although legislation in many WB countries permits the discontinuation of services as a result of arrears, this is typically not undertaken.

4.3 Leadership Local authorities must engender leadership within their own administration through individual capacity development, as well as through their role within the broader local government sector. Active participation in the local government association (LGA) can ensure that the views and concerns of a municipality are voiced to higher levels of government. Participation will also mean that the municipality can contribute to the decision of the LGA in terms of which services and trainings will be offered through the LGA to its member municipalities. This can help ensure that the trainings and services are relevant to the individual capacity development needs of the municipality. 4.3.1. Leadership within the Municipal Sector: Participation in Local Government Associations (LGAs)

Active and representative local government associations are important for municipalities. LGAs have three core purposes. First, LGAs advocate municipal issues and perspectives to higher levels of government. Second, LGAs provide services and information to member municipalities, including specific trainings and key information, such as advance notice of impending legislation relevant to local governments. Third, LGAs serve as a platform for networking and the sharing of information and experience among members. However, an LGA is only as valuable as its membership allows it to be. Local governments must actively participate in order to ensure their issues are reflected in LGA policy and services, and to benefit

Chapter IV: Key Findings

from the opportunity that networking with other local authorities provides. The pilot municipalities will be better served if they are able to develop and/or enhance their capacities to meaningfully participate in their respective LGA. Indeed, there are many areas in which a stronger LGA could improve the capacity of local governments in the WB countries. In Serbia, for example, many opportunities for greater municipal influence in the education and health sectors have been identified. The challenge is that local governments have limited awareness of the tools and ideas they could employ within the scope of their competencies in the fields of education and health.124 As this is identified as an overall local government knowledge gap in Serbia, this could be an important area of awareness-raising and development to be spearheaded by the LGA.

124 Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 15) 125 Capacity Assessment Report for Croatia, 2009 (pg. 27) 126 Municipal Status Report on Decentralized Public Service Delivery in Gevgelija, 2009 (pg. 6-7)

4.3.2 Leadership within the Administration: Linking Individual Capacity Development to LGA Initiatives and Services A municipal HRM system should set out a plan for the individual capacity development of its staff. However, not all of the trainings which comprise the individual development plans need to be arranged or offered by the municipality itself. Active participation in the LGA can also mean that the municipality can contribute to the decisions of the LGA around which services and trainings it will offer to its members. Thus, participation by a municipal government in its LGA can help ensure that the trainings and services are relevant to its individual capacity development needs. Indeed, LGAs in some WB countries have made important contributions to the individual capacity development agendas of their member local governments. In Croatia, for example, a National Training Strategy was proposed jointly by the LGAs and the central state administration body responsible for local government.125 The strategy has been approved by the central government, and the details of the training program are under discussion. Similarly, in Macedonia, a Training Strategy for Local Government Administration was developed jointly by the Ministry of Local Self-Government, Association of Local Self-Government Units (ZELS) and Civil Servants Agency, as a part of the UNDP Project â&#x20AC;&#x153;Support to Training System for Local Government Administrationâ&#x20AC;?.126

4.4 Cross-Cutting Issues Cross-cutting issues are broad priorities which are related to, and impact on, a number of specific issues. In the case of this study, cross-cutting issues are those for which collaboration between central and local governments is necessary. Environmental protection is the most relevant example of a cross-cutting issue, as it is directly related to many key local government services, particularly waste management, drinking water and sewage services, but it is also one where effective cooperation between central and local governments is required. 4.4.1. Environmental Protection Environmental issues are a key source of asymmetry between EU standards and norms and the current situation in the WB countries, particularly as it relates to waste, sewer and drinking water, which are key local government services. In this regard, it is an issue which merits particular attention, especially as considerable capacity gaps were observed in the pilot municipalities with respect to these three services, which, in turn, impacts on the ability of the country as a whole to act in accordance with EU environmental legislation. For instance, in the candidate country of Macedonia, while existing legislation, such as the Law on Waste Management, is harmonized with the acquis, both central and local governments will need to invest and cooperate in this area in order to meet the standards outlined

Chapter IV: Key Findings

127 As per UNDP Country Office Macedonia 128 Discussion Paper on Decentralized Public Service Delivery in Macedonia, (pg. 8) 129 ibid (pg. 22) 130 Capacity Assessment Report for Croatia, 2009 (pg. 22) 131 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 10) 132 ibid (pg. 20) 133 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 51, 79) 134 Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 51) 135 Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 37) 136 ibid (pg. 38)

in the legislation.127 Indeed, in Macedonia, efforts with respect to waste management are significantly less robust than those in EU countries. There are a number of illegal landfills, and no landfills comply with EU standards.128 Waste management is also frequently reported as a key source of citizen dissatisfaction, as is the case in Gevgelija, where citizens indicated that their biggest concern was the lack of an appropriate landfill and sewer system.129 Moreover, many citizens in the Western Balkans demonstrate low awareness of environmental initiatives. Croatia is somewhat of an exception, where high standards in environmental legislation and regulations have been accepted and are generally in line with the aquis. However, in some cases, small or rural municipalities lack the capacities to provide services that are in line with the adopted standards.130 In Albania, despite being one of the first wholly decentralized functions, waste management provided by local governments is inadequate. This is evidenced by the fact that landfills, as well as recycling and waste separation facilities, are almost non-existent.131 In Kukes, for instance, solid waste is dumped in non-specific locations close to the city center, as well as in the lake, which is not only damaging for the environment, but also potentially harmful for human health.132 Additionally, in Bosnia and Herzegovina, in both the FBiH and RS, many rural settlements do not have sewage services, as is the case in the municipalities of Doboj in the RS and Tuzla in the FBiH. In these situations, wastewater is directly drained into nearby surface waters. Households not connected to sewage systems use septic tanks, which are often not constructed in accordance with sanitation criteria and may impact on the quality of the groundwater.133 For example, in the local communities (MZs) of Tuzla, including Simin Han, Ä&#x152;aklovici and Gornja, which do not have collectors, all wastewater is discharged directly into the Jala River.134 In Vranje, Serbia, there are neither incentives for proper waste disposal nor sanctions for improper waste disposal. There is also no municipal program designed to boost public awareness on these issues.135 A capacity development approach to environmental protection must take a comprehensive and long-term view. The absence of a comprehensive approach is evident in Vranje, Serbia, where a landfill which is of sufficient quality and satisfies high environmental standards is expected to reach its maximum capacity in three years because there is no recycling program which could divert some of the waste from the landfill.136 Simultaneously, improving communal services and environmental outcomes is related to key capacities in data collection and monitoring and evaluation described earlier in this study. For example, the extent to which drinking water quality is impacted by dumping sewage in local rivers or lakes in the absence of sufficient sewage services could be made clear by monitoring and reporting on water quality. This type of monitoring may also be consistent with the EU Directive 98/83/EC. These types of monitoring and reporting activities which relate to both communal services and broad environmental objectives would also bolster public awareness.

Chapter V: Key Recommendations

Key Recommendations 5.1 Enabling Environment: Recommendations Generated to Support

Local Governments 5.2 Organizational Level: Recommendations Directed at Local

Governments 5.3 Individual Level: Recommendations Generated to Strengthen

Individual Capacities

Chapter V: Key Recommendations

Key Recommendations Based on an assessment of capacities in the pilot municipalities, the key findings outlined the capacity assets and needs of the pilot municipalities related to local service delivery in the five services targeted by this study. The findings related to the enabling environment (central governments), organizational level (local governments) and the individual level (municipal civil servants, contractors and elected officials).

137 LOGON Report 2008: Impact of the European Union on Local Authorities, 2008 (pg. 163)

This section translates the key findings into broad recommendations which suggest the ways in which the identified capacity needs could be addressed and capacity assets established or strengthened at all three levels in order to improve services in the pilot municipalities in a manner consistent with EU norms and priorities. It must be cautioned that these recommendations are general in nature, as they can not fully address the specific contexts of each of the pilot municipalities and WB countries. The recommendations do not spell out specific actions, nor do they lay out a particular process by which municipalities in the WB countries should proceed. Rather, the recommendations will need to be contextualized in order to suit the unique needs of the pilot municipalities and countries in which they are located. Doing so will involve consultation and consensus building processes, program development and resource mobilization at the municipal and national levels. It must also be noted that in some municipalities, some of the recommendations may be, to varying degrees, in place or in development.

5.1 Enabling Environment: Recommendations Generated to Support Local Governments Local governments are part of a broader system in which the central government plays a key role. Several capacity challenges which rest at the central government level have a direct impact on the capacities of local governments to delivery quality services in waste, water, sewer, primary education and basic health care. The recommendations below are those which, if acted on at the central government level, would serve to strengthen the capacities of local governments in their efforts to improve service delivery. 5.1.1. Legal and Policy Frameworks - In response to underdeveloped capacities in regard to communication between central and local governments, two key actions are recommended in order to increase and improve communication. First, the relevant ministries should organize regular meetings with the LGA, possibly on a quarterly basis, in order to ensure communication with respect to any emerging issues relevant for local self-governments. Second, because central governments may not be able to foresee possible unintended outcomes stemming from new policies or legislation,137 the central government and the relevant line ministries should conduct obligatory consultations with local governments through

Chapter V: Key Recommendations

138 Municipal Status Report and Action Plan on Decentralized Service Delivery in Montenegro, 2009 (pg.10) 139 This is a clear conclusion specific to improving service delivery in the Federation of Bosnia and Herzegovina; Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 60) 140 ibid 141 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 30)

the respective LGA. This should occur whenever impending legislation and key policies are expected to have an impact on local governments. Consultations should be based on transparent and detailed principles and rules of engagement. Central governments must ensure these procedures are systematically adhered to. To ensure an effective consultation process, a strong LGA is required so that it can articulate a meaningful and balanced position, which reflects the broad views of all of its members. The LGA is thus responsible for being the representative body of local governments, with whom the central government or line ministry consults on relevant legislation or policies. - Legislation pertaining to local governments must be clarified, as there are many examples of ambiguous legislation, which result in local governments being unsure as to the nature and scope of their competencies. This is the case with respect to the Law on Local Self-Government in Montenegro, which has been assessed as needing to define the scope of the responsibilities of local governments more precisely and comprehensively.138 Additionally, contradictory legislation should be repealed, to ensure sufficient detail and clarity concerning the decentralization of competencies and fiscal resources. The central government ought to work with the LGA in order to determine which pieces of legislation and/or policies are the most problematic from the point of view of municipalities. Following, those identified legislative acts or policies must be prioritized for future, joint action. - In general, regulations or frameworks from the central government enabling alternative service deliver mechanisms, particularly inter-municipal cooperation, have been assessed as inadequate.139 Clear frameworks with detailed operational guidelines for alternative service delivery mechanisms, for both inter-municipal cooperation and PPPs, must be developed at the central government level through consultation with the LGA.140 A framework should also spell out the types of sanctions that could be part of an agreement on inter-municipal cooperation, which would be enacted if one or more of the municipalities fails to meet its obligations as set out in the agreement. A similar section could be included in a framework on PPPs, where sanctions are spelled out for a private contractor who does not meet its obligations. Once frameworks and guidelines are developed, these alternative service delivery mechanisms should be promoted through awareness raising and capacity development support provided by the central government and the respective LGA. Albania is a case in point where this type of support is needed, as the central government has nominally promoted inter-municipal cooperation, but has not followed through with the requisite support.141 The type of advice and support provided should be based on best practices and lessons learned from both within and outside the WB. - A strong LGA is the most effective means through which the viewpoints of municipalities can be consolidated and communicated to the central level. Whenever possible, the central government should provide support to LGAs in terms of strengthening its internal capacities. This should include supporting LGAs in developing advocacy capacities and enabling them to gain insight into LGA best practices, in terms of cooperation between associations and members (municipalities). It would be particularly valuable for LGAs in the WB to determine the ways in which other LGAs develop their policies regarding key local government services. This may be especially true in terms of LGAs learning how they can best gauge the views of their members. This could occur by supporting the active participation of LGAs in the international work conducted on important local government issues by European associations and bodies, such as the Network of Associations of Local Authorities in South-East Europe (NALAS) or the Council of European Municipalities and Regions (CEMR).

Chapter V: Key Recommendations

5.1.2. Public Administration Reform - Public administration is a key capacity challenge facing all WB countries in the process of EU accession. An overall public administration reform strategy is a key component of overall reform efforts in WB countries. This is particularly relevant for interventions directed at local governments, which tend to be scattered or incoherent in the absence of overall objectives guiding public administration reform.142 Reform of public administration broadly remains an ongoing challenge especially in Croatia and Macedonia, which are already candidate countries.143 An overall public administration reform strategy needs to be developed at the central government level in order to enable transparency, accountability and efficiency at all levels of government, including the local government level. Progress on meeting the strategyâ&#x20AC;&#x2122;s objectives should be reported on at least biannually. 5.1.3. Human Resource Management (HRM) - Overall, absent or unclear performance standards, a lack of incentives, political interference and low salaries have been witnessed in the WB when it comes to local government civil servants. This can lead to high staff turnover and low motivation among employees. Accordingly, a clear framework for HRM needs to be developed at the central government level, in order to ensure a systematic, transparent and merit-based approach to human resource management for the aspects of HRM that the central government determines. The framework must identify objective criteria upon which hiring takes place and ideally support systematic performance appraisal and staff development components. Improvements in the HRM systems at the central government level will enable improvement of capabilities of HRM at the local government level, as they will be more likely to recruit and retain skilled, motivated staff. This may be particularly useful in terms of the municipality developing more complex capacities, like asset management, as qualified individuals who can develop an asset management plan will be more likely recruited and retained. By extension, this can improve communal services by facilitating more strategic investments in infrastructure based on asset management systems. The provision of training to local civil servants must reflect both individual and organisational (local government) needs144 and should be developed in conjunction with the LGA, who is best equipped to understand the specific capacity gaps at the individual level within municipalities (additional detail provided in section 5.3 on individual level recommendations).

142 Position Paper on UNDPâ&#x20AC;&#x2122;s key comparative advantage and future entry points based on findings from Bulgaria, Moldova, Georgia, Turkey and Serbia, 2009 (pg. 4) 143 Croatia 2008 Progress Report, European Commission Staff Working Document, 2008 (pg. 7-8), Macedonia 2008 Progress Report, European Commission Staff Working Document, 2008 (pg. 11-12) 144 As suggested in the Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 32) 145 LOGON Report 2008: Impact of the European Union on Local Authorities, 2008 (pg. 163) 146 As is recommended in the RS; Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 41)

5.1.4. Commitment to Decentralization - In most of the WB countries, allocated fiscal resources are considered inadequate compared to the decentralization of competencies.145 To address this, the relevant line ministry should undertake a detailed analysis of the adequacy of fiscal resources for decentralized services in conjunction with the LGA. This assessment should clearly identify the resources required for the provision of quality, accessible and affordable public services.146 Proposals to address the asymmetry in fiscal decentralization as compared to the decentralization of competencies ought to be developed with the LGA as a next step. - Related, there is a need to conduct a detailed analysis to clarify possible overlap of functions and tasks between central and local governments. The analysis should also emphasize areas of strategic interest, including around environmental protection, as it is a key area of EU concern and is directly implicated by the provision of communal services. Should the analysis demonstrate overlapping or missing functions between local and central governments, the relevant central government line ministry should work with the LGA on a plan to address those functions with a view of streamlining operations between central and local governments. In this way, services in key areas, particular waste, drinking water and sewer, as they relate to EU priorities, will be enhanced.

Chapter V: Key Recommendations

147 As per SNV BiH Office 148 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 31) 149 The relevance of this comment depends on the type of responsibilities municipal governments current have for primary education. 150 See www.devinfo.org

5.2 Organizational Level: Recommendations Directed at Local Governments The following actions are recommended for the consideration of the pilot municipalities with the view of enhancing their capacities to provide accessible, affordable and quality local services in the five targeted areas. It should be emphasized that these recommendations have been suggested because of the way in which they are suited to support long-term development in municipalities with respect to the identified service areas. Sustainable, longterm development strategies ought to address and support the full spectrum of development, including social, economic and environmental aspects. 5.2.1. Knowledge and Accountability - Local governments, through their LGA, must advocate to the central government for the provision of key data aggregated to the municipal level, as evidenced most directly by the situation in both Bosnia and Herzegovina and Albania, where basic data is largely unavailable. In Bosnia and Herzegovina, no census has been conducted since 1991.147 While Albania has been faced with significant out-migration, the statistics currently available from the central government are unreliable and have not sufficiently captured this trend.148 This is a clear problem for local authorities, as a precondition for developing good policies and delivering quality services is the availability of basic data, which illustrates where and what the needs are. At the most basic level, this includes the number and composition of the population local authorities serve, which is particularly relevant for determining health and education policies and services. Beyond the core demographic data, local governments, through their LGA, ought to work with the central government in order to identify additional types of data and statistical analyses that would be the most beneficial to municipalities. Doing so will enable central governments to be as strategic and efficient as possible in their data generating initiatives. - Local governments need to develop and implement their own data development and collection strategy, which would identify the key information gaps, potential data sources to be used to fill those information gaps, as well as feasible means of data collection. This is particularly important for local governments situated in countries where the lack of national statistics is especially acute. The types of data desired should be relevant to the key goals related to improved service delivery outlined in the municipal strategic plan. For example, improving primary education would be facilitated by a better understanding of the composition of neighbourhoods. If there are some areas with many young children or young families, municipal officials will be able to plan where to locate additional teachers or even schools if consideration is being given to building a new school.149 Possible data sources include basic data recorded from the services and programs that citizens use, local surveys, focus groups, and questionnaires attached to billing or other existing means. Additionally, single access points or “one-stop-shops” provide opportunities for important data collection which, if this mechanism exists in a municipality, should be part of the data strategy. This is because the basic information about the citizen accessing the “one-stop-shop” can be recorded, as can their feedback or focus of their query. Other data gathering and analysis tools which may exist in the international arena, such as DevInfo150, ought to be explored. These types of tools would be especially useful if introduced by the LGA, along with follow-up training. The purchasing of appropriate software packages and training for staff needs to be included in the data development and collection strategy.

- Municipalities should develop a monitoring and evaluation plan. The plan should outline the key performance indicators of the targeted services, which should be linked to the overall objectives laid out in the municipal strategic plan. The indicators should provide for quantitative, output driven data and for qualitative data, where citizen satisfac-

Chapter V: Key Recommendations

tion is monitored and evaluated. The indicators need to be directly linked to the level of service desired. If an indicator is too onerous, or does not produce useful information, it should be revised or eliminated. In undertaking monitoring activities, many municipalities initially choose far too many indicators, or choose indicators that are not easily measurable, resulting in data overload and frustration. For example, in Kukes, Albania, it was observed that while indicators have been developed, the indicators are not easily measurable, which means that the ability of the administration to monitor outcomes is also limited.151

151 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 18) 152 This table is taken from â&#x20AC;&#x153;Developing Indicators and Benchmarksâ&#x20AC;?, The National Guide to Sustainable Municipal Infrastructure (Infraguide), 2002 (pg. 8-9) 153 This is the case in Albania; Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 35)

Table 5.1 Requirements of indicators for the purpose of monitoring service delivery152 Manageable: Is the level of detail sufficient to provide the necessary information? Quality is more important than quantity. Relevant: Do the selected indicators actually measure what is intended? The indicator must have a relationship to the intended outcome. Meaningful: The indicator needs to fit into the larger picture. If it does not, it should be changed or abandoned. Measurable: Can the indicator be feasibly measured? Well-defined: Has the indicator been clearly defined? Unclear definitions will introduce a level of inconsistency that will reduce the reliability of the indicators. Indicators should facilitate comparisons among similar services over time. Aligned with objectives: Have objectives been met? Indicators should relate back to the achievement of strategic municipal objectives.

Following improvements in capabilities related to indicator development for the purposes of monitoring, a plan for addressing the information flowing from the monitoring and evaluation function needs to be put in place and acted upon regularly with respect to possible modifications to services and policies. Indeed, while many municipalities have demonstrated some capacity in monitoring and evaluation, the capacity of the pilot municipalities to make adjustments to services based on the outcomes of the monitoring is generally rather weak.153 Thus, even where general capacities related to monitoring and evaluation have been assessed as good, it is recommended attention be paid to the subsequent process of adjustment and modification. - In order to heighten public awareness of the key role that municipalities play, and in order to engage citizens in local affairs, municipalities should plan to communicate events, new initiatives and progress in key areas as they occur. In addition to ad hoc communication when new initiatives are unveiled or an event is occurring, regular communication to the public is recommended because, even for those municipalities which have developed reasonable capacities in terms of setting targets and monitoring outcomes, they have relatively weak capacities related to reporting on those outcomes and public

Chapter V: Key Recommendations

154 This is the case in Kukes, Albania, for example; Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 14-15) 155 Capacity Assessment Report for Croatia, 2009 (pg. 40) 156 Such as in Macedonia, where about two thirds of municipalities have implemented “Citizen Service Centers” Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 8) and input from the Macedonia CO via comments provided. Similarly, in Serbia, where about half of municipalities have implemented “Citizen Assistance Centers”, as per UNDP Country Office Serbia 157 Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 31) 158 For example, this is outlined as a recommendation for Montenegro in the Municipal Status Report and Action Plan on Decentralized Service Delivery in Montenegro, 2009 (pg. 51). 159 Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 16)

reporting happens infrequently.154 Some municipalities have developed capacities for regular reporting and these should be continued and be viewed as a good practice from which other municipalities could learn. For example, since 2001, the Croatian municipality of Varaždin has regularly issued a special brochure entitled “Budget in a Nutshell” (“Proračun u malom”), which is distributed directly to households with the intent of informing citizens about the local government revenues and expenditures, as well as to outline key priorities and projects.155 - Permanent fixtures for communicating with the public should also be considered, including single access points (“one-stop-shops”), which are efficient means for information delivery and an effective two-way communication in regard to key services. Ideally, an ‘in person’ centre along with a singe telephone number system, which would direct the caller to a telephone centre where all types of questions related to municipal services could be answered, should be developed as part of a single access point. For example, all information a citizen may wish to know about waste management services, such as the fees, hours of operation and location of the landfill would be accessible when he or she calls or presents him or herself at the ‘in person’ centre. Or, a citizen with a child just beginning in school would be able to find out what steps are required to register the child for school. This will improve service delivery by rendering it more accessible and transparent. Citizens will not need to involve themselves in the details of the organization of the local administration in order to get their questions answered or even to provide feedback. Rather, they will simply need to know the single telephone number or location of the ‘in person’ centre. With respect to both the ‘in person’ centre and central telephone number, the municipality will need to ensure that they are promoted so that citizens are familiar with them. This could be done by advertisements within the municipality and through the municipal website. Information could be attached to bills or other information sent to citizens from the municipality. For municipalities in countries where some “one-stop-shops” exist, they should seek out the municipalities who have already implemented them in order to learn how to best develop a similar initiative.156 - Regular reporting on outcomes related to key services and local trends should be undertaken by municipalities. Information may be best disseminated in the form of a short brochure or pamphlet, ideally once a year or in more regular intervals. The type of data and information presented should be similar every year, in order to allow for progress to be measured and trends to be viewed over time. In this way, citizens become aware of improvements in service delivery and progress on key issues, even if it is not always evident to them on a daily basis. Indeed, in some municipalities, such as in Vranje, Serbia, communication of local government issues and progress is well facilitated by the media and internet, and information is regularly disseminated.157 However, in Vranje and in other municipalities, a key capacity gap is the lack of regular reporting of specific, targeted information in a consistent format. In this way, progress on key issues, such as plans for building a new school or health care facility, will be evident to citizens. While some municipalities in the WB need to first develop the basic capacity for regular reporting by using the media where appropriate,158 those who already have capacity for this should aim to enhance their capacities for providing the most strategic information in a highly readable format.

- Both active and passive types of stakeholder engagement ought to be employed by municipalities, as a way to communicate with citizens in order to solicit input and feedback. In several Serbian municipalities, greater involvement of local stakeholders in the area of education and health services has ensured those services are more relevant to the local population.159 Accessible websites should provide outlets for comments, complaints and general feedback. City council meetings could be broadcast and open to the public. If this is not feasible, other mechanisms, such having decisions of the municipal council

Chapter V: Key Recommendations

available to the public through municipal websites, newsletters, or upon citizen request, could be employed. Public consultation ought to become a regular approach to key decisions. By-laws necessitating referendums on key issues could be valuable, as long as municipalities are prepared to provide sufficient information ahead of time, along with a public awareness campaign. A citizen survey could be developed and regularly undertaken in order to ascertain direct feedback on the quality of services and determine if the priorities of citizens are consistent with those of the administration.160 Relevant civil society organizations ought to be invited to testify at budget hearings and other council meetings as appropriate. - Municipal governments ought to support and work regularly with civil society organizations,161 particularly in education and health services. This is because in many municipalities insufficient sensitivity to cross-cutting issues in these two service areas is witnessed. For example, in Serbia, the health system has not typically cooperated with civil society and, as such, key issues such as HIV/AIDS and persons with disabilities are not sufficiently accounted for.162 Vranje is one of three municipalities in Serbia that provides free HIV/ AIDS tests, however municipalities in the country overall provide only limited support and counselling for persons with disabilities. As municipalities likely do not have the â&#x20AC;&#x153;in houseâ&#x20AC;? expertise in these important, cross-cutting areas, municipalities ought to support and partner with relevant NGOs in these areas. As well, municipalities should consider promoting NGOs as possible service providers, particularly in the area of extra-curricular activities and support in primary schools. Municipalities could provide initial start-up money for NGOs, as well as advisory support.

160 This recommendation is outlined, for example, for Doboj, in the Capacity Assessment Report for Bosnia and Herzegovina, 2009, (pg. 97) 161 As per the recommendation in Varazdin, Croatia; Capacity Assessment Report for Croatia, 2009 (pg. 43) 162 Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 40) 163 The example of Delnice, Croatia is relevant here; Capacity Assessment Report for Croatia, 2009 (pg. 52) 164 Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 43) 165 As per, for example, the recommendation outlined for Varazdin, Croatia in the Capacity Development Action Plan for the City of Varazdin, 2009 (pg. 1)

5.2.2. Institutional Arrangements - Municipalities need to develop and implement strategic plans, outlining overall, longterm goals. They should provide the basis for making short and medium-term decisions. In the absence of a strategic plan, individual plans and projects in the key service delivery areas are identified only on an annual cycle, without a long-term plan guiding them towards a desired outcome. For many municipalities in the Western Balkans facing structural problems,163 including an aging population, low economic development and high unemployment, a strategic plan is a key action to take. A strategic plan can articulate and propose goals and priorities which would seek to address some of the major challenges being faced by the municipality, including, for example, how to provide quality communal services despite a declining tax base or how to ensure the sustainability of primary schools with an aging population. The strategic plan in Kanjiza, Serbia164, as it elaborates a vision, mission, values, strategic goals and development priority projects, could be consulted by other municipalities as an example of a comprehensive strategic plan developed with considerable public consultation. All new and reviewed initiatives and policies in the key service delivery areas should be considered in the context of their relevance to the goals laid out in the strategic plan. - The development of an HRM system ought to be prioritized165 by local governments with a view to improving the organizational capacity of the municipality in two distinct ways. First, with an HRM system in place, the individual capacities that need to be enhanced will be clear, as they will be directly linked to the overall strategic plan and thus needs of the local administration. As part of the HRM system, municipalities should develop a career path system for local civil servants with a related performance appraisal system. This should be transparent to all employees, and provide for merit-based incentives to encourage good individual performance along the career path, as mutually determined and outlined by the employee and administration (through a manager). As much as is financially possible, municipalities ought to provide incentives for good performance by employees. This could include monetary incentives, such as bonus pay, and/or non-

Chapter V: Key Recommendations

166 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 41) 167 Municipal Status Report on Decentralized Public Service Delivery in Brevnica, 2009 (pg. 27-29) and with input from the Macdonia CO, as per comments received 168 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 22) 169 Municipal Status Report on Decentralized Public Service Delivery in Albania 2009 (pg. 27)

monetary incentives, including flexible work hours, training or sabbaticals. This system of incentives should be flexible as it should ideally offer a balance between monetary and non-monetary rewards in order to satisfy the diverse needs and interests of employees while taking into consideration the available resources of the municipality. In sum, an HRM system allows for a transparent and strategic investment in employees, which has as its aim improved service delivery in the medium and long-term through individual capacity development. Indeed, having the organizational capacity to foresee and incorporate plans for individual capacity development into municipal strategic and human resource planning is a key capacity that all the pilot municipalities need to develop and/or enhance. Second, the functional set up of the administration should be laid out in an HRM plan. The ways in which departments or units are organized and staffed will have significant impact on the effectiveness of the administration and the ability to deliver services. A municipalityâ&#x20AC;&#x2122;s HRM system should include competency based job descriptions, mechanisms for performance management and appraisal of staff, regular training needs assessments and the development of individual training plans as linked to key areas outlined in the municipal strategic plan. - Developing the capacity for internal coordination has been identified as a need in many of the pilot municipalities. In Tuzla, Bosnia and Herzegovina, it was noted that it is difficult for staff to manage policies in a coherent manner, as functions related to planning and policy management are scattered throughout the different departments of the administration.166 A specific unit or, in the case of a smaller municipality, an individual, should be dedicated to improving coordination within the municipal administration, both between municipal departments and also between the whole administration and the communal enterprise(s) providing the communal services. - Inter-municipal cooperation in service delivery allows for efficiencies and improvements in service delivery as resources are pooled. Municipal officials ought to consider inter-municipal arrangements in areas where it is not cost-effective for them to provide services on their own. For small and medium size municipalities with limited resources, considering inter-municipal cooperation in service delivery ought to be formalized and prioritized. The partnership in the area of communal affairs, tax administration and urban planning between the Macedonian municipalities of Brevnica and Tetovo is a relevant example.167 Similarly, municipalities without access to key natural resources, such as the municipality of Tuzla168 in Bosnia and Herzegovina, which does not have adequate water resources, should identify these deficiencies and devise a plan for approaching a neighbouring municipality or municipalities with the view of arranging joint service delivery. - Municipal officials should be introduced to regional and international good practices in inter-municipal service delivery arrangements, in order to solicit advice on challenges and benefits, and to ensure maximum due diligence when considering an inter-municipal initiative. Municipal officials ought to suggest to their respective LGA that guidance and capacity development support in inter-municipal service delivery be provided. Indeed, in some municipalities, such as in Albania, where inter-municipal cooperation is generally viewed by local authorities as undesirable169, greater knowledge about intermunicipal cooperation would likely make the benefits clearer and lend to more instances of these types of cooperative arrangements.

- Municipalities ought to develop an asset management plan. An asset management system provides for logical, decision-making processes, which prioritize investments intended to save the municipality money in the long-run and improve services. This applies particularly to waste management and sewer services, as they are arguably the most infrastructure intensive. This should include developing an inventory database, valuing infrastructure assets, and defining performance standards for each infrastructure asset. This will help improve service delivery with respect to the communal services, including

Chapter V: Key Recommendations

drinking water, waste management and sewer, as well as increase municipal revenues from municipal assets. Asset management should be prioritized in the many municipalities experiencing considerable water losses to their network. As asset management planning is technical and rather complex in nature, this is one area where municipal officials should specifically request support from their LGA. The support should target not only municipal engineers, but also senior managers responsible for infrastructure decisions, and should aim at developing the capacities of municipal decision-makers with respect to rehabilitation and replacement options for infrastructure assets. - Municipalities should consider the ways in which their procurement practices could be strengthened where insufficient capacities with respect to negotiating, monitoring and supervising contractors have been identified.170 This should include devising formal and transparent bidding processes for service delivery contracts. As EU rules around procurement171 must be observed once accession is achieved, it would be particularly relevant for the municipality to develop internal policies around procurement that are consistent with the EU rules. Concomitantly, it is recommended that local administrations develop their procurement capacities in line with EU standards, and to approach the LGA for information, guidance and support in this area. This recommendation is relevant even if a municipalityâ&#x20AC;&#x2122;s knowledge of national and EU procurement legislation and rules is sufficient for existing needs, as the need may increase as new and more complex projects are developed.172 - In municipalities where a large number of bills for communal services go unpaid,173 municipalities need to consider the ways in which this could be limited, including a costbenefit analysis for the installation of household and business water meters.174 It would appear that many municipalities would benefit from the installation of water meters, which may enhance revenues and, in turn, improve the quality of potable water service delivery and at the same time increase citizen satisfaction. Municipalities should consider the feasibility of strengthened collection practices especially after the installation of water meters.175 - In many municipalities, insufficient capacities with respect to full cost accounting and recovery have been observed.176 Municipalities need to work with the communal enterprises providing the communal services to better understand the true costs associated with each service. This should take place with the view of developing more accurate budget forecasts in order to better plan for investments and, by extension, provide consistently good services in the long-run. Municipalities need to work with the communal enterprises providing the services in order to understand the actual costs and set prices which are more reflective of the true cost of the service.

170 For example, in Kukes, Albania which is described in Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 19) 171 The Services Directive impacts the local governments as a result of the liberalization of public procurement. 172 For example, this is the case of the staff in Delnice Croatia, as described in Capacity Assessment Report for Croatia, 2009 (pg. 52) 173 For example, particularly low collection rates are described in Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 10) 174 This recommendation is described, for example, in the Capacity Assessment Report for Bosnia and Herzegovina, 2009, (pg. 41) and Municipal Capacity Development Action Plan for Koplik 175 This recommendation is included for example, in Municipal Capacity Development Action Plan for Kukes and Koplik 176 As evidenced, for example, in Zabljak, Montengro, Municipal Status Report and Action Plan on Decentralized Service Delivery in Montenegro, 2009 (pg. 32) 177 As evidenced, for example, in Zabljak, Montenegro by the municipal capacities to manage the communal enterprise deemed unsatisfactory; Municipal Status Report and Action Plan on Decentralized Service Delivery in Montenegro, 2009 (pg. 26)

- With a view to improving services (often all three communal services: water, waste and sewer) provided by communal enterprises for the municipality, municipalities need to improve relationships with the communal enterprises.177 The aim should be to ensure comprehensive and regular reporting from the enterprise to the municipality in terms of quality and quantity of service delivery, as well as their anticipated infrastructure and equipment needs. This type of regular reporting should be stipulated in future contracts. In particular, it is suggested a long-term plan for the improvement of communal services be developed by the municipality in partnership with the communal enterprise. Linked to the overall strategic plan, this long-term plan would identify key goals in service standards and the investments necessary to achieve those standards (new equipment, technology, infrastructure etc.). Monitoring, evaluation and reporting back to the responsible municipal officials would be a key plank in this plan. Developing this plan in a mutual fashion may improve the relationship between the municipality and communal enterprise, with enhanced buy-in on the part of the communal enterprise. 61

Chapter V: Key Recommendations

178 Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 43), Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 8) 179 Discussion Paper on Decentralized Public Service Delivery in Macedonia, 2009 (pg. 22), Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 42) 180 Municipal Status Report on Decentralized Public Service Delivery in Albania, 2009 (pg. 10) 181 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 43) 182 Capacity Assessment Report for Bosnia and Herzegovina, 2009 (pg. 93)

5.2.3. Leadership - LGAs represent critical outlets for municipalities in terms of advocacy, capacity development and information exchange. As such, municipalities ought to play a leadership role within the local government sector by being active participants in their respective LGA. They need to participate in the policy development process of the LGA to ensure their points of view and concerns are taken into account, especially in terms of how they feel the central government could better support them in providing key services. It is likely that it is only in this way that municipal concerns will be voiced to the central government, particularly with respect to smaller municipalities. - Municipalities need to identify the individual capacity development needs of their staff and suggest related trainings and information exchanges to the LGA. If feasible, municipalities should consider serving on the committees or other bodies of the LGA that determine activities such as trainings, study tours and information exchanges. 5.2.4. Cross-Cutting Issues - Environmental protection is the most important cross-cutting issue where collaboration between central and local governments is necessary. The issue is also directly related to a number of different local government services, including waste management, drinking water and sewage services. Significantly, these services tend to be particularly weak178 and those for which citizens are particularly dissatisfied in the pilot municipalities.179 Moreover, environmental protection is a vital issue with respect to EU accession, as most of the WB countries are far from meeting EU environmental standards. Thus, environmental protection merits prioritization by local authorities. A vision of success in this area and key steps required to achieve the vision should be a priority outlined in the municipal strategic plan. - Illegal landfills and a lack of recycling and other waste diversion schemes rank among those issues which municipalities must expeditiously address, as they have considerable impact on the quality of services in the area of waste management. As well, as a crosscutting issue, tackling the issue of waste management would also lead to progress with respect to overall environmental objectives. In Albania, for example, landfills, as well as recycling and waste separation services, are almost non-existent.180 In other cases, such as in Tuzla, even where landfills do exist, the illegal landfills are still present and are among the most important issues to be addressed according to a citizen survey.181 Plans for implementing or repairing the infrastructure (in the case of landfills) and services (in the case of recycling and waste diversion) must be developed. The cross-cutting nature of the issue of adequate waste management infrastructure and services, given its links to environmental objectives, must be recognized in the strategic plan, thus lending greater significance to action on this issue. Once in place, public awareness campaigns and a clear system of incentives and sanctions for individuals and businesses needs to be developed in order to ensure the positive use of the facilities and services. Public awareness campaigns and incentives/sanctions must be vigorously pursued if the new initiative is to be successful, especially as the failure of these types of initiatives has been witnessed in some municipalities in the past. For example, due to the low level of public awareness in Doboj, though containers providing for the separation of waste were installed, people did not place the appropriate type of waste in the appropriate section of the container.182

Chapter V: Key Recommendations

5.3 Individual Level: Recommendations Generated to Strengthen Individual Capacities Local administrations should pay appropriate attention to developing the individual capacities of municipal staff. Capacity development needs, which are linked to organizational plans, should be assessed and a plan should be developed to address these needs. LGAs should play a key role in developing the capacities of individual staff and elected officials. Though much of the recommended individual capacity development plans were described in the previous section, given the organizational role in planning and facilitating individual capacity development through HRM systems, the following specific actions are also recommended for consideration: - As it has been identified as a key organizational capacity challenge, individual capacity development related to monitoring and evaluation functions ought to be prioritized and realized by municipalities. - LGAs should survey their members in order to determine the individual capacities that are most frequently lacking in both the administrative and political arms of municipalities. Specific trainings should be developed and offered on the basis of the identified needs. LGAs in individual countries should consider collaborating as appropriate with other LGAs in the Western Balkans in order to devise key training sessions and materials. - LGAs should consider proposing to universities, or other relevant institutions or organizations, the development of specialized programs or courses related to municipal government administration. This would be undertaken for the purpose of enhancing the competencies of both current and future municipal civil servants. - LGAs should facilitate East-East interaction, including site-visits, for its members. Both elected officials and senior administrators should be eligible for relevant interaction and/or site visits and study tours. Selecting Eastern European countries that have recently joined the EU would likely be the most fruitful, as challenges specific to EU accession could likely be best addressed by the officials who have recently gone through the accession process.

Annexes

Annexes ANNEX A - Scope of Responsibility for the Five Services in Each Country

ANNEX B - Overview of Pilot Municipalities

ANNEX C - EU Financial Assistance under the Instrument for Pre-

Accession Assistance (IPA) for the countries of the Western Balkan ANNEX D - Donor Coordination and the EC

ANNEX E - Works Cited and Literature Reviewed

Annexes

ANNEX A

Scope of Responsibility for the Five Services in Each Country

Service Drinking Water Supply

Albania

Level of Responsibility No responsibility

Shared responsibility

Full responsibility

Planning

Management

Financing

Delivery

Sewage

No responsibility

X X Shared responsibility

Full responsibility

Planning

Management

Financing

Delivery

Waste Management

No responsibility

Shared responsibility

Full responsibility

Planning

Management

Financing

Delivery

Pre-University Education

No responsibility

Planning

Shared responsibility X

Management

Financing

Delivery Primary Health care

Full responsibility

X No responsibility

Planning

Management

Financing

Delivery

Shared responsibility

Full responsibility

Annexes

Bosnia and Herzegovina

Service Drinking Water Supply

Level of Responsibility No responsibility FBIH

183 Municipalities are responsible for financing of operations of primary education facilities, but not in financing the salaries of the school staff

Shared responsibility FBIH

Planning

Management

Financing

FBIH

Delivery Sewage

No responsibility FBIH

Shared responsibility FBIS

Planning

Management

Financing

No responsibility FBIH

Shared responsibility FBIS

Planning

Management

Financing

No responsibility FBIH

Planning

Management

Delivery Primary Health care

Full responsibility FBIH

X183

Financing

X No responsibility FBIH

Shared responsibility FBIH

Full responsibility FBIS

Delivery Primary Education

Full responsibility FBIS

Delivery Waste Management

Full responsibility

Shared responsibility FBIH

Planning

Management

Financing

Delivery

Full responsibility FBIH

Annexes

Service Drinking Water Supply

Croatia

Level of Responsibility No responsibility

Shared responsibility

Full responsibility

Planning

Management

Financing

Delivery Sewage

X No responsibility

Shared responsibility

Full responsibility

Planning

Management

Financing

Delivery Waste Management

X No responsibility

Shared responsibility

Full responsibility

Planning

Management

Financing

Delivery Primary Education184

X No responsibility

Shared responsibility

Planning

Management

Financing

Delivery

No responsibility

Shared responsibility

Primary Health care

184 The responsibilities of planning, management and delivery in the area of primary education are shared for the local self government units that took over the decentralised functions in primary education.

Planning

Management

Financing

Delivery

Full responsibility

Annexes

Kosovo

Service Drinking Water Supply Planning

Level of Responsibility No responsibility

X X

Delivery Sewage

X No responsibility

Shared responsibility

Planning

Management

Financing

Delivery Waste Management

No responsibility

Shared responsibility X

Management

Financing

Delivery No responsibility

Shared responsibility

X X

Delivery

X No responsibility

Shared responsibility

Planning

Management

Financing

Delivery

Full responsibility

Management

Primary Health care

Full responsibility

Planning

Financing

Full responsibility

Planning

Primary Education184

Full responsibility

Management Financing

Shared responsibility

Full responsibility

Annexes

Service Drinking Water Supply

No responsibility

Shared responsibility

Planning

Management

Financing

Delivery

Sewage

No responsibility

Planning

Shared responsibility

X X

Delivery No responsibility

Planning

Shared responsibility

X X

Financing

Delivery No responsibility

Shared responsibility

Full responsibility

Management

X X

Financing Delivery Primary Health care185

Full responsibility

Management

Planning

Full responsibility

185 Municipalities are however, able to contribute with ideas, to give their input and to participate in the process of decision-making in the managing board of the health institutions of primary health care and different committees and commissions on national and local level, since it is assumed that they are representing the immediate interests of the citizens living on the territory of the municipality.

Financing

Pre-University Education

Full responsibility

Management

Waste Management

Macedonia

Level of Responsibility

X No responsibility

Planning

Management

Financing

Delivery

Shared responsibility

Full responsibility

Annexes

Montenegro

Service Drinking Water Supply

Level of Responsibility No responsibility

Planning

Full responsibility

Management

Financing

Delivery

Sewage

No responsibility

Planning

Shared responsibility

Full responsibility

Management

Financing

Delivery

Waste Management

No responsibility

Planning

Shared responsibility

Full responsibility

Management

Financing

Delivery

Primary Education

No responsibility

Planning

Management

Financing

Delivery

Primary Health care

Shared responsibility

No responsibility

Planning

Management

Financing

Delivery

Shared responsibility

Full responsibility

Shared responsibility

Full responsibility

Annexes

Service Drinking Water Supply

Serbia

Level of Responsibility No responsibility

Planning

Shared responsibility

Full responsibility

Management

Financing

Delivery

Sewage

No responsibility

Planning

Shared responsibility

Full responsibility

Management

Financing

Delivery

Waste Management

No responsibility

Planning

Shared responsibility

Full responsibility

Management

Financing

Delivery

Primary Education

No responsibility

Planning

Management

Primary Health care185

Full responsibility

X No responsibility

Planning

Management

Shared responsibility

Full responsibility

X 186

Financing Delivery

Shared responsibility

Financing Delivery

186 The decision of the central government to transfer the financing of basic care to the local level is quite recent and, as such, as the operationalization of the decentralization of the financing function of primary health care is, at the time of writing, somewhat unclear. As per Municipal Status Report on Decentralized Public Service Delivery in Serbia, 2009 (pg. 15)

Annexes

B 187 The information for this Annex was taken from the Municipal Status Reports provided for each country

ANNEX B Pilot Municipalities187

Albania Municipality of Kukes Population: 21,000 (approx) Number of municipal employees: 40 Municipality of Koplik Population: 6,700 (approx) Number of municipal employees: 30

Bosnia and Herzegovina Municipality of Doboj Number of settlements: 70 MZs (local community) Population: 80,000 (approx) Size of territory (in km²): 813 Number of municipal employees: 209 Number of departments: 11 Municipality of Tuzla Population: 131,393 Size of territory (in km²): 294 Number of municipal employees: 434 Number of departments: 13

Croatia Municipality of Delnice Number of settlements: 55 Population: 6,262 Size of territory (in km²): 230 Population density: (inhabitants per km²): 27,23 Number of municipal employees: 18 74

Number of departments: 1

Annexes

Municipality of Varazdin Number of settlements: 10 Population: 49,075 Size of territory (in km²): 59,45 Population density: (inhabitants per km²): 825,48 Number of municipal employees: 98 Number of departments: 9

Kosovo Municipality of Podujevo Number of settlements: 79 villages Population: 127, 000 (approx) Size of territory (in km²): 633 Population density: (inhabitants per km²): 201 Number of municipal employees: 260 Municipality of Prizen Number of settlements: 76 villages Population: 250,000 (approx) Size of territory (in km²): 394 Population density: (inhabitants per km²): 635 Number of municipal employees: 300

Macedonia Municipality of Brvenica Population: 15,855 Size of territory (in km²): 164.3 Number of municipal employees: 15 Number of municipal departments: 5 Municipality of Gevgelija Population: 22,988 Size of territory (in km²): 485 Number of municipal employees: 69 Number of municipal departments: 11

Annexes

Montenegro Municipality of Zabljak Number of settlements: 28 Population: 4,204 Size of territory (in km²): 445 Municipality of Bijelo Polje Number of settlements: 98 Population: 50, 284 Size of territory (in km²): 924

Serbia Municipality of Kanjiza Number of settlements:13 localities Population: 27, 510 Size of territory (in km²): 400 Number of municipal employees: 64 Municipality of Vranje Number of settlements:105 localities Population: 87,155 Size of territory (in km²): 860 Number of municipal employees: 270

Annexes

ANNEX C

EU Financial Assistance under the Instrument for Pre-Accession Assistance (IPA) for the countries of the Western Balkan Source:

Pre-acc. Assistance

2007

2008

2009

2010

2011

Total 2007-2011

70.7

81.2

93.2

401.1

BiH

62.1

74.8

89.1

106

108.1

440.1

Croatia

141.2

146

151.2

154.2

157.2

749.8

Kosovo

68.3

124.7

66.1

67.3

68.7

395.1

Macedonia

58.5

70.2

81.8

92.3

98.7

401.5

Montenegro

31.4

32.6

33.3

34.7

166

Serbia

189.7

190.9

194.8

198.7

202.7

976.8

Total

612.2

709.9

697.5

745.7

765.1

3530.4

envelopes, in Đ&#x201E; Million

Albania

Source: http://europa.eu/rapid/pressReleasesAction.do?reference=MEMO/08/144&format=HTML&aged=0&language=EN&guiLanguage=en

Annexes

ANNEX D Donor Coordination and the EC

The EC Commission seeks to coordinate with international financial institutions and bilateral donors in order to leverage the maximum amount of support through bringing together loans and grants in the specific areas of micro- and small and medium sized enterprises, energy efficiency and infrastructure within the broader fields of transport, energy, environment, and in the social field: The European Fund for South-East Europe (EFSE) provides commercial banks and non-bank financial institutions with loan facilities in order to support development of micro-enterprises and households. Over the past two years, the EFSE has provided micro-credit to more than 65,000 small enterprises in the region. The Fund has also succeeded in attracting private capital for micro-lending. The Commission has been participating in the EFSE since 2006. Approximately € 10 m were made available for EFSE in 2007. The Energy Efficiency Facility started in 2006 for the then candidate countries; Bulgaria, Romania, Turkey and Croatia. In 2007, 34.7 M€ were committed to roll out the facility also in the Western Balkan by leveraging grants and loans in joint management agreements between the Commission, EIB, EBRD and the Council of Europe Development Bank. Further funds will be provided in the future. The facility will support investment in energy efficiency for Industry and Buildings, and will also develop the financial market in this respect. The Infrastructure Projects Facility for the Western Balkans will help preparing investment projects to be financed from grants and loans in the areas of transport, energy, environment and social infrastructures. The Facility is being launched following an agreement in November 2007 between the Commission and the EIB, the EBRD and the Council of Europe Development Bank. At a start-up phase, the Commission will provide 16 M€ for Technical Assistance.

Source: http://europa.eu/rapid/pressReleasesAction.do?reference=MEMO/08/144&format=HTML &aged=0&language=EN&guiLanguage=en

Annexes

ANNEX E Works Cited and Literature Reviewed

Council of Europe: European Charter of Local Self-Government, ETS No. 122 Council of Europe: European Charter of Local Self-Government Explanatory Report, ETS No. 122 DevInfo: <www.devinfo.org> European Commission: Communication From the Commission to the Council and the European Parliament: Enlargement Strategy and Main Challenges 2008-2009, SEC(2008)26922699, COM(2008) 674 final, Brussels, 5.11.2008. European Commission: European Governance - White Paper, COM(2001) 428 final, Brussels, 25.7.2001 European Commission: Financial Assistance to the Western Balkans: Donor Cooperation, Press Release, MEMO/08/144, 05.03.2008 <http://europa.eu/rapid/pressReleasesAction.do?r eference=MEMO/08/144&format=HTML&aged=0&language=EN&guiLanguage=en> European Commission: LEADER, <http://ec.europa.eu/agriculture/rur/leaderplus/index_ en.htm> European Commission: European Commission Enlargement <http://ec.europa.eu/enlargement/index_en.htm> European Commission: Communication from the Commission to the European Parliament and the Council, Western Balkans: Enhancing the European Perspective, SEC(2008) 288, COM(2008) 127 final, Brussels, 5.3.2008 European Commission: Albania 2008 Progress Report, Commission Staff Working Document, SEC(2008) 2692, COM(2008) 674, Brussels, 5.11.2008 European Commission: Bosnia and Herzegovina 2008 Progress Report, Commission Staff Working Document, SEC(2008) 2693 final, COM(2008) 674, Brussels, 05.11.2008 European Commission: Croatia 2008 Progress Report, Commission Staff Working Document, SEC(2008) 2694, COM(2008) 674, Brussels, 5.11.2008 European Commission: The Former Yugoslav Republic of Macedonia 2008 Progress Report, Commission Staff Working Document, SEC(2008) 2695, COM(2008) 674, Brussels, 5.11.2008 European Commission: Kosovo (under UNSCR 1244/99) 2008 Progress Report, Commission Staff Working Document, SEC(2008) 2697, COM(2008) 674, Brussels, 5.11.2008 European Commission: Montenegro 2008 Progress Report, Commission Staff Working Document, SEC(2008) 2696, COM(2008) 674, Brussels, 5.11.2008 European Commission: Serbia 2008 Progress Report, Commission Staff Working Document, SEC(2008) 2698 final, COM(2008) 674, Brussels, 5.11.2008 79

Annexes

Local Governments Network (LOGON): Impact of the European Union on Local Authorities: Guidelines for South East European Local Government Associations, by Prorok, Thomas and Weninger, Thomas (Eds), 2008 National Guide to Sustainable Municipal Infrastructure: Developing Indicators and Benchmarks, Infraguide,<www.sustainablecommunities.fcm.ca/files/Infraguide/Decision_ Making_Investment_Planning/Developing_Indic_Benchmrk.pdf>, 2002. National Guide to Sustainable Municipal Infrastructure: Managing Infrastructure Assets Online Course, Infraguide <www.sustainablecommunities.fcm.ca/Infraguide/e-learning/ infrastructure_assets.html>, 2004. SIGMA: Support for Improvement in Governance and Management, <www.sigmaweb.org> UK Department for International Development: Promoting Institutional and Organizational Development, 2003. UNDP: Position Paper on UNDPâ&#x20AC;&#x2122;s Key Comparative Advantage and Future Entry Points Based on Findings from Bulgaria, Moldova, Georgia, Turkey and Serbia, 2009. UNDP: Study on Best Practices and Lessons Learned in Institutional Development in the Europe and CIS Region, 2009. UNDP: User Guide, Methodology for the Assessment of Capacity of Municipalities in Turkey and the Western Balkans to Absorb EU IPA Funding, <http://europeandcis.undp.org/cd/ show/6835D8FB-F203-1EE9-B3F5E3F299F3CB0D> UNDP: UNDP Practice Note - Capacity Assessment. UNDP: UNDP Practice Note - Capacity Development, June 2008. Vital Signs: <www.vitalsigns.ca>

Annexes

PROJECT SPECIFIC DOCUMENTS Albania Municipal Status Report on Decentralized Public Service Delivery in Albania Municipal Capacity Development Action Plan for Koplik Municipal Capacity Development Action Plan for Kukes Bosnia and Herzegovina Capacity Assessment Report for Bosnia and Herzegovina Municipal Status Report on Decentralized Public Service Delivery in Doboj Municipal Status Report on Decentralized Public Service Delivery in Tuzla Municipal Capacity Development Action Plan for Doboj Municipal Capacity Development Action Plan for Tuzla

Croatia Capacity Assessment Report for Croatia Capacity Development Action Plan for the City of Varazdin Capacity Development Action Plan for the City of Delnice Kosovo Municipal Status Report on Decentralized Public Service Delivery in Kosovo Municipal Capacity Development Action Plan Macedonia Discussion Paper on Decentralized Public Service Delivery in Macedonia Municipal Status Report on Decentralized Public Service Delivery in Brvenica, Municipal Status Report on Decentralized Public Service Delivery in Gevgelija Municipal Capacity Development Action Plan for Brvenica Municipal Capacity Development Action Plan for Gevgelija Montenegro Municipal Status Report and Action Plan on Decentralized Service Delivery in Montenegro Serbia Municipal Status Report on Decentralized Public Service Delivery in Serbia Capacity Development Action Plans for Vranje and Kanjiza 81

Annexes